甲骨文刘松从全球统一系统到企业云课件幻灯片.ppt

* * There have been three phases to our shared services centre project: Opportunity Assessment; Detailed Design; and Implementation. This diagram shows some of the likely components in each phase. * The standard project plan for the migration of a subsidiary to the centre spans 17 weeks. The first step is when some managers from the 共享服务中心 visit the subsidiary and meet with the subsidiary’s management team. The project is explained in general terms then one on one meetings are held with the heads of the Lines of Business to provide more insight into the impact of the project on their parts of the business. At this stage the local Human Resources Director should start the change management process, for example identifying key impacted individuals and talking to them. In the four or five weeks after the pre-migration visit, the local staff need to be informed about the project which often includes a ‘kick-off’ meeting. It is important the people know what is going on before the project team arrives. The Managing Director and Finance Director of the subsidiary will visit the 共享服务中心 after this to see for themselves transactions being processed for other countries. The project team will arrive about 12 weeks before the go live date. The team usually consists of eight people who are process area specialists. They will spend about two weeks analysing the business and identifying potential ‘exceptions’ to the Monaco global standard processes. These are further examined in process workshops which are also attended by the Divisional Process Owner and a representative from the 共享服务中心. Identified exceptions to Monaco, usually legal or tax related, need to be approved by the Global Process Owners as are any solutions to these exceptions. The approved solutions to the exceptions then need to be built by the project team or our Business Solutions Group. This is followed by training the local staff and then testing of the systems and processes. Parallel with this are