Producing (FMP) Course Director: Michael Wotherspoon “Spoon” X1623 & [email protected] .
Spoon Consulting Presentation - Kertios
Transcript of Spoon Consulting Presentation - Kertios
Confidential3
Some words about Kertios’ approach
Consulting firm in Management, Organization and Information Systems, Kertios Consulting accompanies you in your
projects and your transformation. It is indeed that way we conceive our job:
« Perfectly assimilate your stakes and needs,
propose you an approach to make your objectives become real»
While assimilating its customers’ environment (job, culture, constraints…), Kertios Consulting intervenes as advisor and is
source of proposals to help you to find more performing organizations models. We then develop your strategic decisions in
operational Business or IT objectives .
Our experience in the areas of organization, processes, systems and applications with the understanding of your business
allow us to bring you a global and consistent approach.
Our consultants have accumulated a concrete experience on multiple functional domains, for international and multicultural
customers. On the international markets, we have developed strong business networks within Eastern Europe and Northern
Africa.
To complete this range of skills and guarantee you a high-quality service, Kertios Consulting has established, in total
independence, partnerships to get and bring ant additional required expertise. Those partnerships can be Industry sector
based, geographical or solution driven.
Kertios Consulting overview
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In Management, Finances, Human Resources and IT consulting business
Headquarted in Paris
Created in 2004 by Xavier Boissonnet* and Jean-Paul Choquel **
50+ experienced consultants technical specialists
A wide network of specialized Partners and individual entrepreneurs
A portfolio of clients who regularly ask for our services
A branch in Moscow created in 2010 and managed by Frederic Glenat ***
An yearly turnover between 4 M and 5 M Euro over 2014, 2015 and 2016
* Xavier Boissonnet previously led the Business Intelligence practice at PricewaterhouseCoopers and Partner in charge of the IT
and Finance teams at KMPG Consulting France
** Jean-Paul Choquel was previously Deputy Managing Director at PriceWaterhouseCoopers and President of KPMG Consulting
France
*** Frédéric Glénat was previously Partner at PwC Consulting, then Vice-President of Oracle Corp.
Change Management
Information System & IT Consulting
Human Capital
Management
Management &
Organization
Finances, Supply
Chain
& Distribution
Kertios Consulting in Moscow
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Mostly operating on Business Applications market (Cloud and On-Premise)
15 Consultants
A wide experience of Global/Local successful projects
Balanced Functional and Technical skills
A strong culture of Delivery supported by a creative Consulting mindset
Deep knowledge of ERP and HCM Russian localization requirements
A process driven approach in most of our engagements
Human Capital
Management
Focusing on Finances and HCM areas
Our service offering is built around four main lines of activities
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• Program management
• Project management
• Process design and alignment
• Opportunity studies and Business
Cases
• Impact analysis of new system
implementation
• Master plan
• IT Governance
• System Architecture/ SOA / MDM
• Package Software implementation
• Managers’ coaching
• Training
• Talent Management
• Recruitment
• HCM Process design and
alignment
• HCM System implementation
Organization &
Management
Change
Management
Human Capital
Management
Finances,
Supply Chain
& Distribution
IT Management
• Performance management /Cost
Controlling
• Activity Based Management
• IFRS/RAS Accounting
• Supply Chain Management
• Procurement processes
• ERP system implementation
We help our clients to define and deliver their Transformation journey by the
right mix of three levers ….
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Operational
model A
Operational
model B
Processes lever
Change Management
lever
Information
System lever
ERP Transformation Project on JDEdwardsfor Fanuc in Russia
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Processes
• Analysis of As-Is processes
for Finances, Sales,
Procurement, Logistics and
Services domains,
• Design of To-Be processes ,
• Identification and major
Gaps between To-Be
Processes and ERP (JDE),
• Alignment of Processes on
standard ERP features and
good practices whenever
possible
• Coverage of IFRS and RAS
accounting/reporting
requirements
Information
Systems
• Construction of
implementation
methodology
• Evaluation of program
workload and timelines
• Up to date JDE 9.1 platform
for Retailers
• Special architecture for
IFRS/RAS integration based
standard JDE functionality
• Customizations to support
Russian legal obligations
and usual business
practices
Change
Management
• Construction of Change
Management approach
• Design of Training strategy
and approach
• Training of Key Users
LESSONS LEARNED:
•Global/Local projects in Russia are complex
•Incorporation of European good practices into Russian usual practices is a challenge
•Business Processes can be aligned on IFRS requirements despite complexity of Russian legal obligations
•Adoption of modern ERP practices and tools takes time and requires change management leadership
EN
GA
GE
ME
NT
S
Human Capital Management Projects in Russia for SociétéGénérale and Rosbank
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Processes
• Payroll blueprint for 10
Russian subsidiaries
• Payroll convergence GAP
analysis
• HR Process Documentation
and Rebuilding
• HR Admin Process
alignment and GAP analysis
for RB
Information
Systems
• HRIS Feasibility study
• HRIS Program management
• HR Admin Processes
functional specifications and
testing
• BRAHMS technical
architecture in Rosbank
• Unification of Payroll
Systems at Rosbank and
BSGV merger time
Change
Management
• BRAHMS Change
management program in
Rosbank
• Convergence of Payroll
practices between
subsidiaries with various
levels of internationalization
LESSONS LEARNED:
• Global/Local projects in Russia are complex
• Incorporation of European HCM good practices into Russian HCM usual practices (ex: Payroll & Compensation) is a
challenge
• HR and Payroll Processes can be simplified despite complexity of Russian legal obligations
EN
GA
GE
ME
NT
S
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ProcessesInformation
Systems
Change
Management
• HR Admin Processes
alignment and GAP analysis
• Time&Absence Processes
alignment and GAP analysis
• Payroll Processes alignment
and GAP analysis
• Engagement of Finance
transformation toward
Management Accounting
• HRIS Business Case
• HR Admin, Time&Absence
and Payroll set-up in ERP
• Functional Specifications of
Reporting requirements
• Support to RS IT teams for
develop Data Migration
programs and reports
• Streamlining of processes
and practices related to
Fixed (Legal) and Variable
(Corporate) Payroll
dimensions
• Training of Project teams
and Key Users on HR
Admin, Time&Absence and
Payroll domains
• Ramping-up of internal IT
teams on ERP solution
(Now fully autonomous)
LESSONS LEARNED:
• Standard ERP implementation without customizations
• Benefits of centralization to improve control and management reporting
• Fast implementation approaches
• Transformation of Russian Company to International practices/standards takes time
EN
GA
GE
ME
NT
S
Human Capital and Finance Management Projects in Russia for Russkiy
Svet
Asset Management Project in Azerbaijan for Bakcell and Azerfon
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ProcessesInformation
Systems
Change
Management
LESSONS LEARNED:
• Efficient integration of ERP and EAM domains is not straightforward
• Asset Management for Telcos is special
• Specialized solutions versus extended ERP solutions shall be assessed in detailed
EN
GA
GE
ME
NT
S
• Audit of IBM Maximo project
functional scope,
• Documentation of High
Level Processes included in
designed solution (retro-
engineering),
• Design of End-to End Asset
Management Processes in
all functional dimensions
(Finances, Procurement,
Asset Management,
Procurement, Maintenance).
• Audit of IBM Maximo
implementation project,
• ERP/EAM Application
Architecture,
• Support to RFI and RFP
new project steps
(Functional and Technical
Specifications, BRs for PoC,
technical evaluation of
offers).
•Training client Business
Analysts to Process Design,
•Executive communication to
support project,
•Business Case and ROI
model.
Overview of our offering
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Audit and IT Consulting
Learning
Supply Chain Processes and
Information System
Procurement Processes and Information
System
Budgeting and Management
Reporting
Financial Information
System
FinanceReporting IT Strategy and
Planning
Packaged SW Implementation
Application Maintenance
Services
Management and organization
Human ResourcesFinance &
Supply Chain Information
Systems
Compensation and Payroll
HR Information System
Recruiting
Coaching
Talent Management
Business and User Assistance during
projects
Performance Management
Change Management
Organization and Processes
Program and Project
Management
Opportunity studies and Business Cases
Incentive Compensation
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Process Design and Alignment,
HRIS Application Architecture,
Opportunity and Feasibility studies,
Assistance to HRIS tenders,
Project scoping, prototyping and sizing,
Packaged implementation of international software.
Functionalareas
AttractTalent
Recruitment Management
GoalsManagement
Performance
Variable compensation
Talent Management
Learning Management
Time Management
Optimize Workforce
Payroll
Manage Organization
Offers – Human Capital Management
On-Premise or On Cloud
Offers - Program and Project Management
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Project Management Office definition and set-up
Complex transformation programmes
Global/Local projects
Mixing Processes, IT Systems and Change Management
Risk Management
Management of Executives
Definition and deployment of Packaged implementation Methodologies driven by:
Prototyping
Process and Package alignment
Gap identification and Closing
Multi-stream task descriptions
Project Management of large projects
Budget , Actuals and Estimate to Complete follow-up
Weekly Reporting
Issue Tracking
Kertios assets for our customers
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An office in Moscow with a deep understanding of CIS market and Regional management culture
A very senior and English/Russian speaking project team ready to start Ability to work at all levels of the organization
Expertise in most business systems used in the region
Balanced Functional and Technical skills
Capability to locally create consensus while keeping straight Corporate directions
A wide experience based on Global/Local successful projects
A strong culture of Delivery supported by a creative Consulting mindset
Oracle Gold Partner
Capability to create alliances with major Local Services providers (If required)
Off-shore delivery IT capabilities in Mauritius with very competitive rates
Good IT eco-system in Poland, Turkey, Czech Republic, Romania, Hungary and Ukraine
Flexibility in commercial and contractual relationship
Why Kertios Consulting ?
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Our strengths
• Our field experience in IT or business
operations departments makes a more
relevant and adapted advice for your specific
needs
• Our consultants have gained valuable know-
how in large consulting groups
• We’re a human-sized company, which allows
for a closer and more responsive relationship
with our customers
• We guarantee impartial advice thanks to
total independence from market
stakeholders–software editors, IT services
companies, auditors, etc.
• A presence and a powerful network in
Eastern Europe countries
Our values
• Our rigorous approach and the quality of
our deliverables materialize our main concern
to achieve the level excellence we owe to our
clients
• We nurture close relationships with our
clients, because we believe it is an essential
step to ensure our correct understanding of
their business context and their needs in
assignments entrusted to us
• We make sure of our complete availability to
ascertain delivery in line with commitments
taken at the beginning of an assignment
• Team spirit and close collaboration with our
clients help build trust and guarantee quality
professional relationships
Contact us
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Contact details
Kertios Consulting Moscow11, Derbenyovskaya naberezhnaya
Moscow 8 (499) 426-05-51www.kertios.com
Frédéric Glénat
Branch Director
Mobile RU : +7 926 135 36 29
Mobile FR : +33 6 03 42 43 92
Email : [email protected]
Sergey Kuznetsov
HCM practice lead
Mobile RU : +7 910 439 64 76
Email : [email protected]
Anna Lebedeva
Finance and SCM practice lead
Mobile RU : +7 965 351 31 50
Email : [email protected]
Extract of our major references
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Performance management /
Cost Controlling
IFRS/RAS Accounting
Supply Chain Management
Procurement processes
ERP implementation
IT s
yste
ms
Managem
ent &
Org
aniz
ation
Hum
an
Resourc
es
Fin
ances a
nd
Pro
cure
ment
Program management
Project management
Process design & alignment
Business Cases
Impact analysis
Training
HR Strategy
HCM Process design
HCM System Implementation
System Architecture/ SOA
Software Implementation
IT Governance
Master plan
Project objectives and scope Kertios realization and Achieved results
Additional information
Aquarelle GroupHCM Cloud Project
Aquarelle Group launched this project with the aim to implement a full
fledge HCM system to sustain its continuous growth and to be the
incubator of the new HCM system to be rolled out in CIEL Group
The solutions chosen to drive this innovation are: Oracle HCM Cloud
Oracle Taleo Learn
Phase 1: April 2017 – June 2017 Learning management and skeletal HR
Phase 2: May 2017 – August 2017 Performance management and HR – Solution Construction and
Pilot
(Analysis and Design - Build – Test and Go-live)
Conduction of CRP workshops
Detailed Business requirements (PM and HR)
Creation of processes descriptions
Setup of the system (PM and HR)
GAP Analysis
Key User training (PM and HR)
Conduction of UAT (PM and HR)
Initial and PROD data upload (input)
Phase 3: November 2017 – 2018
Time Management and Global Payroll
Goals achieved:
Phase 1 delivered
Phase 2 delivered
Phase 3 in preparation to launch
Client contact: Harry Maulloo
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Project objectives and scope Kertios realization and Achieved results
Additional information
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FANUC JDE E1 Roll out project in Russia
Context Fanuc Europe is the European subsidiary of Fanuc Japan, a leading global
manufacturer of factory automation
Main Fanuc businesses: Robotics, Robot Machine and CNC (Computers
Numerical Control also called FA) in Europe are under Fanuc Europe
Kertios conducted the following activities:
Assist Fanuc business analysts in its scoping & gap analysis phase for JD
Edwards Fanuc template roll-out in Russia on Finance, distribution, services
domain and basic manufacturing if required,
Suggest and document workaround to conciliate Fanuc Europe template
requirements and Russian legal and statutory requirements,
Provide usual practice to deploy and adapt Russian localization objects
Objectives Integration of IT system corporate template with procedures and business
processes
Fulfilment of current needs of FRU and CIS customers
Sustain potential aggressive growth of the Russian subsidiary
IFRS Accounting software certification and traceability, Remote financial
controlling and auditing, Segregation of Duties (SOD) implementation, Russian
legal and statutory reporting, Landed Costs for import goods to manage actual
COGs
Automatic export control on billing and delivery addresses
Corporate business processes are shared between FEC and FRU
Unicity of Master data
Shared maintenance of a global/local solution
Stage 1: January 2016 – June 2016 (Analysis)
• Conference Room Pilot (CRP) with Russian key users for main area: Sales, Service, Purchases, Finance and Accounting
• Identifying the gaps between the Global JD Edwards E1 template and Russian legal and statutory requirements
• SWOT analysis of potential architectures (1C, 1C/E1, E1)
Stage 2: July 2016 – October 2016 (Design)
• Users workshops and CRP 2 sessions
• Perform setup Update according specific of Fanuc Russia business reality
• Define Training strategy
• Creation of Functional specifications
• Final decision for Finance Architecture and IFRS/RAS mapping
Stage 3: November 2016 – January 2017 (Build)
• Creation of Technical specifications, local Development / Unit test
• CRP 3 sessions to review with user whole cycle of processes
• Creation of Training Materials
• Developing Impact Analysis
• Master Data conversion
Stage 3: February 2017 – May 2017 (Test and Go-live)
• Key users training and UAT testing support
• Creation of Work instructions
• Open Balance Conversion for GL, AP, AR, FA and stock availability update
• Go-live support
Oracle JD Edwards EnterpriseOne 9.1
Executive Management: Joachim Clemens-Stolbrink - Head of Information & Communication Technology (ICT)
Europe (FEC)
Marco Delaini – General Manager (FRU)
Project Management: Alexander Klauss - Manager ERP systems (FEC)
Lev Cherepanov – CFO (FRU)
Project objectives and scope Kertios realization and Achieved results
Additional information
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Auchan Retail RussiaOeBS HCM / Payroll Pilot
Auchan Retail Russia launched a project of construction of
Pilot solution on the basis of OeBS HCM to achieve following
results:
Unification of HR processes for all store formats
To get prove that application can support all Auchan
requirements to HR, Time and Absence and Payroll
processes
To get unified rules of payroll calculation
To define Data Migration strategy for Pilot and all
population scope
To define scope of data for Migration
To define required resources for solution support and
development
Define roll-out plan for all employee population
Phase 1: December 2015 – March 2016 Auchan Project team training and CRP
Auchan project team training
Conduction of CRP 1 workshops
GAP analysis of Auchan requirements
Key business process analysis
Define scope and acceptance criteria of Pilot project
Data migration strategy definition
Client Contact : Yulia Zolotareva (Project Manager HR - IT)
Client Executive: Laurent Pourbaix (CIO)
Project objectives and scope Kertios realization and Achieved results
Additional information
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OeBS HCM KhrunichevPayroll Legal changes 2016
Khrunichev is one of the leading enterprises of the Russian
space industry. Khrunichev using Oracle e-Business Suite for all Core
HCM business processes – HR Administration, Time and
Abcense, Payroll calculation for ~25 000 employees.
Khrunichev started the project to achieve following result:
To ensure compliance of the customer system with the
new legal requirements of 2016
To answer on emerging risks:
Increase of number of labor disputes
Increase of number of claims from state authorities
Non compliant management reporting
To ensure correct state reporting from Q1 2016
To have correct salary and tax calculation from 1st of
January
February 2016 – May 2016
To analyze the changes in the legislation
To develop all the necessary technical documentation
To update lookups
To develop changes
Test and Accept the changes by Kertios project team and
Customer users
To transfer the changes to the Production environment
The customer system fully complies with the requirements of the
legal requirements
Successful reporting to State authorities
Client Contact: Anatoly Malnev (CIO)
Project objectives and scope Kertios realization and Achieved results
Additional information
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Pernod Ricard Russia Local ERP migration to JDE E1
Pernod Ricard Russia is distributor of all Alcohol strategic brands of Pernod Ricard
Group also developing range of local brands.
PR Group is in favor of a JD Edwards deployment into Russia to:• Increase the reusability of Group investments in JDE solutions and
infrastructures
• Leverage Group processes and good practices when applicable
• Improve integration of local systems with Corporate systems
• Ease consolidation of data from local to Corporate
• Improve capabilities to “plug” standard Group solutions on top of JDE, especially in the Reporting area
PR Russia wants to engage the renovation of their Information System with a
Process angle to: Use the IS project as an opportunity to improve current issues and known
limitations in business processes
Insure that Russian obligations and usual practices are identified before any implementation project
Put under control any gap or limitation between the selected ERP and PRR requirements
Develop the appropriate Change Management plan that should be executed in parallel with the IT oriented implementation project
Identify and put under control ERP impacts on existing business practices and processes
Reduce Operational risks at conversion time between current and future system
Phase 1: September 2013- February 2013: Corporate Workshop follow-up actions• Initiate ramping up of a local project team
• Pilot analysis of 3 key business processes
• Propose a target RAS/IFRS accounting scheme based on Russian good practices
• Analyze main ERP focus points and potential Gaps
• Identify potential Application Architectures to support RAS and IFRS
• Formulate potential project planning and major milestones
Phase 2: March 2014– June 2014: Process and GAP analysis• Accelerate ramping-up of local project team
• Analysis of 15 key To-Be processes required for project launch
• Propose a target RAS/IFRS accounting scheme based on Russian good practices
• Validate Application Architecture to support RAS and IFRS
• Analyze remaining ERP focus points
• Define Change Management approach
Phase 3: July 2014–December 2015 : JDE implementation• Design and Build phases fully validated
• User Acceptance testing idone.
Oracle JD Edwards EnterpriseOne 9.1
Client Contact in Pernod Ricard Russia: Laurent Ramounet (CFO)
Project objectives and scope Kertios realization and Achieved results
Additional information
AzerconnectAsset Management Assessment and scoping
Azerconnect is a JV of 2 leading Mobile operators in Azerbaijan, Bakcell and
Azerfon. In 2012 Bakcell purchased IBM Maximo, an Asset Management system
and started the implementation project. The end of the implementation project was
planned for July 2013 but was not achieved.
Goals of the Assessment project
• Review Design deliverables against Maximo good project practices
• Provide high level end-to-end processes for Asset Management, Material Management, Contract Management and Procurement Management domains on the CFO, CTO and Procurement organizations scope
• Provide an opinion on the currently designed application architecture between Maximo, OeBS and Remedy,
• Evaluate feasibility of implementation of forecasted interfaces within the current project scope and plan,
• Select an approach to move Maximo project ahead and reach Go-Live in Azerconnect
December 2013 – February 2014: • Project launch
• Design review
• End-to-end As-Is process design
• Application Architecture review
• Management approval of results
July 2014 – November 2014: • To-Be detailed process design• EAM program definition• Decision to launch new EAM project and tender
December 2014 – September 2015: • Request for Information (RFI)• Request for Proposal• Proof of Concepts with IBM Maximo and Oracle EAM• Evaluation of the 2 offers
Goals already achieved:• Executive Levels in Azerconnect, Bakcell and Azerfon reengaged and supportive• Clarified Design with identification of changes to be applied• 16 EAM detailed processes in Visio• Selection of one couple Integrator/EAM solution
Next steps:• Implementation project
Client contact: Mr Malcom Triggs (CEO)
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Project objectives and scope Kertios realization and Achieved results
Additional information
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Russkiy SvetOeBS Implementation HRIS, Time Management & Payroll project
LLC «Russkiy Svet» ( 6 000 employees) launched the HRIS Project based on
OeBS with the following goals: To increase efficiency and optimized operating costs by centralizing HR / Payroll
operations and commands
Effective control of the main indicators of Personnel Management
Minimize operational risks and to obtain consistent data by improving the security and
management mechanism
Integrate Corporate and Legal views of organization
Flexibly respond to business needs
Stage 1: February 2013 – July 2013: HR Administration Description of target processes of HR Administration
Analysis of system requirements
Design and construction of the system
Launching the HR Administration in trial operation
Stage 2: May 2013 – August 2013: Time and Absence Description of target Time Management project processes
Analysis of system requirements
Identification of use of working time
Design and construction of the system
Launching the Time Management Administration in the trial operation
Stage 3: June 2013 – March 2014: Payroll Description of Payroll target processes
The unification of the rules of payment between the different departments of the
company
Analysis of system requirements and components charges and deductions
Analysis of system requirements
Building an interface costing
Launching in the trial operation
Goals achieved Survey of current HR practices
Preparation of detailed resource plan for the project, approved
project scope
Business Plan
Documentation of target HR Administration , T&A and Payroll
processes
Setting up the system according to customer requirements
Data Migration
HR Administration in Production in July 2013
Time and Absence in Production in September 2013
Payroll in production in March 2014
Client Contact in RS: Veselova Julia (Head of ERP department);
Elena Romanova (HR Director); Denis Vlasov (General Manager)
Project objectives and scope Kertios realization and Achieved results
Additional information
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SG/RosbankPayroll Convergence Project
SG/RB have launched the Payroll Convergence Project in Russia with
the following goals: To increase business support efficiency
To unify Payroll practices and systems in Russia
To better manage operational risk and optimize costs
The project has the following streams: Convergence of payroll practices between the four Russian banks
(OeBS platform)
Unification of RB and BSGV Payroll systems in one single solution
(OeBS platform)
Stage 1: September 2009 – January 2010 Realization of a Payroll Blueprint for 9 entities in Russia, as a first Payroll convergence
Stage 2: May 2010 – September 2010 Detailed gap Analysis of Payroll rules and practices between RB and BSGV
Resolution of gaps by unification
Planning of implementation project
Stage 3: October 2010 – July 2011 Analysis and Design of all local required modifications to TL and Payroll
Data Migration of existing systems into Corporate solution
User Acceptance Testing
Go-live of Unified Payroll solution based on converged Payroll practices
Goals already achieved: Definition of functional solution for « HR Administration » and
«Career Management » in Russia
Definition of the common HR language between Corporate SG
and local business entities
PSFT HR Russian localized and customized solution
Payroll Practices and Unified System live for RB and BSGV
Go-live of HR Admin for all HO during 4th Quarter 2011
Next steps: Further unification of Payroll for all SG Russia entities
Client Contact in SG Corp: Didier Di Marco (Director of HRIS Strategy at SG Group)
Client Contact in SG Russia: Anastasia Anpilova (BSGV Head of Compensation & Benefits
Department)
Michael Dugaev (RB Head of Applications Design & Development)
Project objectives and scope Kertios realization and Achieved results
Additional information
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BakcellEnhancements on HR and Financial systems
Bakcell is one of the largest Mobile operators in Azerbaijan
During the past years, Bakcell has implemented OeBS Finances and
Procurement• To increase business support efficiency
• To better manage operational risk and optimize costs
Bakcell has started in 2013 several enhancements projects:• Interfacing Retail systems with OeBS AR to monitor installments of mobile
hand-sets
• Implementation of Oracle Time&Labor to charge time spent by HQ teams to
Bakcell subsidiaries
• Migration from R12.0.6 to R12 .1.3
Stage 1: April 2013 – May 2013: AR- Retail interface• Analysis and design
• Off-shore development
• Testing and go-live
Stage 2: June 2013– July 2013: OTL pilot• Analysis and design
• Off-shore development
• Testing and go-live
Stage 3: July 2014 – October 2014: Migration from R12.0.6 to R12.1.3• Migration strategy definition
• Migration of Customization (150)
• Execution of 3 Migration Runs
• Reduced time to market of critical enhancements• Optimized development costs• AMS operated by Kertios
Client Contact: Andrew Guszcza, CFO.
Project objectives and scope Kertios realization and Achieved results
Additional information
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Société GénéraleHRIS Project in Russia
SG has launched the HRIS Mutualization Project in Russia with the following goals:• To increase business support efficiency
• To enforce communication between SG Corporate and local entities in Russia
• To better manage operational risk and optimize costs
The project has the following streams:
• Convergence of payroll practices between the four Russian banks (OeBS platform)• Design and Rollout the Corporate PSFT HR Solution for HR administration• Application of Corporate Best of Breed practices in the HR development and Recruitment
domains
Stage 1: April 2009 – September 2009 Definition of the HRIS project scope in Russia
Construction of the HRIS architecture and solution
Design and Construction of a 5 years TCO model
Presentation of Corporate HR solutions to SG users in Russia
Stage 2: September 2009 – May 2010 Collection of system business needs from the HR users in the Russian entities
Construction of a PSFT “HR Administration” prototype localized according to the Russian
legislation
Realization of a Payroll Blueprint for 9 entities in Russia, as a first Payroll convergence
Construction of a deployment took kit
Stage 3: July 2010 – June 2012• Training of SG/RB Key Users and project team members
• Process Alignment workshops to build single solution for all Russia
• Analysis and Design of all local required modifications (focus on Payroll)
• Data Migration of existing systems into Corporate solution
• Construction of a full scope PSFT HR application for Russia
• Go-live of Unified Payroll solution based on converged Payroll practices
• User Acceptance Testing
• Training of all HO Users
Goals already achieved:• Definition of functional solution for « HR Administration » and «Career Management » in
Russia• Definition of the common HR language between Corporate SG and local business entities• PSFT HR Russian localized and customized solution• Payroll Practices and Unified System live for RB and BSGV• Go-live of HR Admin for all HO during 4th Quarter 2011
• Client Contact in SG Corp: Didier Di Marco (Director of HRIS Strategy at SG Group)
• Client Contact in SG Russia: Marc-Emmanuel Vives (First Deputy Chairman)