Rolling-out a P2P solution across an Rolling-out a P2P solution across an

Enterprise

Deployment & Change Management

Methodology explained using an Ariba

Case Study

P2P Change Management and Deployment Methodology & Framework explained using an Ariba P2P Case Study

� Establish a change management approach and framework for deploying a P2P solution to each business unit in an organization

– Establishes a common framework for all business units to follow

– Proceed with a pilot business unit, evaluate success, readjust for other business units, if necessary (fine-tuning/continuous improvement). and then move on tot eh next BU; repeat fine-tuning for each BU

1

� The framework involves four phases required to successfully deploy a P2P system to each business unit of an organization:

1. Initial discovery (prior to initial system roll-out for first BU serving as system template for implementation and repeated for each new BU in the roll-out)

2. Process & System Build-out

3. Cut-over

4. Post deployment support

Initial Discovery

Process & System Build-out

Cut-overPost-

Deployment Support

Deployment Framework – Phase 1

Initial discovery

a) Users

b) Suppliers, orders, and invoices

c) Business processes and business rules by supplier and type of commerce

Initial Discovery

Process & System Build-out

Cut-overPost-

Deployment Support

2

c) Business processes and business rules by supplier and type of commerce

d) Contracts

Deployment Framework – Phase 2

Process & System Transition

a) Establish future-state business processes by supplier and type of commerce

� Order, delivery, receipt

� Contract / Non-contract

Initial Discovery

Process & System Build-out

Cut-overPost-

Deployment Support

3

� Contract / Non-contract

� Alignment with AP on invoicing

� Supplier enablement and training

b) Legacy contract conversion,

� Build, review, and approve

c) System configuration changes

d) Schedule user training

e) One-on-one training and change management with power users

� Requisitioning, Approval, Receipt

� Contracts

� Invoicing

Deployment Framework – Phase 3

Cut-over

a) Implement ordering freeze

b) Create first PO’s

c) Create first invoices against contracts

Initial Discovery

Process & System Build-out

Cut-overPost-

Deployment Support

4

c) Create first invoices against contracts

d) Continue supplier enablement

e) By supplier, perform supplier business process training and establish cut-over process and timeline

f) Notify AP of transition and need to reconcile legacy invoice activity

g) Establish business processes for non-Ariba-Network enabled suppliers

� PO’s

� Contracts

� Invoicing

h) Finalize roles & responsibilities for post-go-live

i) Perform user training

Deployment Framework – Phase 4

Post-deployment support

a) Order, receipt, invoice, and approval monitoring

b) Continued supplier enablement on Ariba-Network & system/business process training

Initial Discovery

Process & System Build-out

Cut-overPost-

Deployment Support

5

c) Transition out of supplier support role

d) Additional user training

e) Help desk support

f) Transition to steady-state

Ariba P2P Case Study: $3Bn+ Financial Services Company

Go LiveMAY JUN JULFEB MAR APR AUG

# of TARGETED

SUPPLIERS

XXX DIVISIONS

AFFECTED

MARKETING & RESEARCH

FACILITIES

8 24 2227 1826

Operations &

23 148 total=

IT

IT Hardware & Software

6

SPEND CATEGORIES

ADDRESSED

Operations & FINANCE

CORP & BUS DEVELOPMENT

OTHERS

IT Hardware & SoftwareIT Professional Services

Office SuppliesMail servicesPrint services

Facilities MaintenanceSecurity, LandscapeDesign & Build outs

Print ServicesMedia supportDesign ServicesAnalytic ToolsSubscriptions

Customer Print ServicesData & analytic services

Special Professional Services

100%

0% 20% 40% 60% 80% 100%

Initial Discovery

Percent Complete

Deployment Steps

Deployment Status – IT

Scheduled Go-live: February 1

Completion: April 30

7

100%

100%

100%

Process & System Build-out

Cut-over

Post-Deployment Support

200%

Weekly work breakdown estimate (during deployment)

Work Effort Hours per Week

System Configuration & Administration 50 – 60

Supplier Enablement 40 – 50

Supplier Testing & Training 10 – 15

8

Finance (AP, GL, BPM) 15 – 20

Project Management 30 – 35

Total estimate—non-scaling work effort 145 – 180

Change Management (per Business Unit) 30 – 40

Post-deployment Support (per Business Unit) 5 – 10

Total Estimate—scaling work effort 35 – 50 hrs per BU*

*XXX BU should be considered two business units due to its size and the apparent complexity of its supplier relationships.