石油国际项目报告.pptVIP

KCI Programs v2 Agenda IT Direction for KCIN Today’s Environment Strategic Direction Global Transformation Update IT Project Proposal Process QA IT Direction for KCIN Fully separate from all KPMG LLP IT support services – except where costs and service levels are better than those we could obtain elsewhere Outsource as many functions as possible to organizations that can support our global business requirements Today’s IT Environment Today’s IT Environment Today’s IT Environment Today’s IT Environment Today’s IT Environment Strategic Direction The LLP infrastructure is not aligned to KCIN business needs Not responsive to our global business requirements Doesn’t effectively support collaboration between our consultants, clients and alliance partners Makes no accommodation for the eventual separation of KCIN Proposed new architecture Extranet rather than intranet focused Facilitates collaboration Leverages existing BSC infrastructure and investment Positions KCIN to fully separate from LLP when economic or technological triggers make such actions prudent Strategic Direction Our overall strategic direction results in full separation from KPMG LLP Strategic Direction - Architecture Strategic Direction - Architecture Strategic Direction - Architecture Strategic Direction - Architecture Strategic Direction - Applications Three global transformation “visioning” projects were authorized in FY 2001 Human Resources – Project Completed Summary of key recommendations: Implement PeopleSoft v8.0 at an AHP as the foundation for global HR management Move non-US countries HR processing to v8.0 and outsource payroll locally (FY 02) US migration to KCIN’s PeopleSoft platform follows in FY 03 - Start dealing with excess cost issue now KCIN needs to build an international service center with associated people and processes Resource Management – Project Completed Summary of key recommendations: Implement the PeopleSoft v8.0 Resource Management System Adopt best practices such a