its 06-2011 cbt ww acctexec one on one

©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

1

June 2011

COMPASS Business Transformation

Pre-acquisition (pa-HP) Accounts

Account Executive One-to-OneAccount Kick Off

Ministry of Government Services—Infrastructure Technology Services

2 COMPASS Business Transformation Account Executive / Account Start Up – June 2011

Agenda1. Introduction to COMPASS

What is COMPASS? COMPASS in the Big Picture COMPASS Enablement Why COMPASS? Alignment to 2011 ABM Goals

2. pa-HP COMPASS FMO Migration Overview

3. What’s Changing?

4. COMPASS Business Transformation Deployment Model Deployment Structure Deployment Timeline Account Deployment Team Roles and Responsibilities Account Team Training Requirements Purpose of the Account Workshop

5. Next Steps


What is COMPASS?

•COntrolling and Managing Projects And Service System

• Delivers a single, standardized, SAP based solution supported by global processes to manage the legacy EDS business.

• Encompasses Quote-to-Cash, procurement, billing, labor tracking, project accounting, and financial profitability reporting for trade and internal engagements

•COntrolling and Managing Projects And Service System

• Delivers a single, standardized, SAP based solution supported by global processes to manage the legacy EDS business.

• Encompasses Quote-to-Cash, procurement, billing, labor tracking, project accounting, and financial profitability reporting for trade and internal engagements

Acquire and track 3rd party products and services

Record effort and expense directly to a project

Detail goods and services to be sold

Plan costs and revenues for a Project

Define a structure to provide afinancial view of the project

Report financial results

Perform project accounting – Revenue and expense recognition

Control the project through it’s entirelife cycle

Invoice according to customerrequirements


COMPASS in the Big Picture

EffortEntry

SalesOrderEntry

ProjectAccounting

Invoicing

ProjectPlanning

Acquisition

COMPASS

GeneralLedger

Feeder Systems: Static data: Customer master, Material master, Vendor master,

Product pricing, Finance master (e.g., CCs, PCs)

Reporting Systems: BW, EDW, eFW

Finance Systems: Ledgers, Accounts

Receivable, Accounts Payable,

Inter-Company, Finance

Data Warehouse

Partner Systems: e.g. Credit,

Foreign Trade,

CATW, OS Omega

COMPASS BW Reporting


Quote & Configure

Contract & Order

Procure & Deliver

Invoice & Collect

Close & Report

How does COMPASS enable this?

• Consistent configuration and pricing (incl. standard vs. cost plus) of new business solutions maintained in a common platform

• Ability for ES-led deals to “sell-with” and “sell-through” additional HP services and products (Mixed Orders)

• End-to-end visibility of products / services contracted with customer in a central location through orders, cost and billing

• Contract Master database contains all products and services that have been agreed upon with the client

• Centralized management of purchasing requisitions with standard world-wide approval process

• Revenue and Cost visibility and finance performance against contract and service lines

• Actual project costs & revenue tracking at the WBS element level

• Establishes a centralized credit and collections processes and removes the function from the account team

• COMPASS enables the elimination the use of Workforce Agreements (WFA).

• Enables visibility into revenue and delivery cost/engagement margin

• COMPASS allows the creation and modification of project budgets and enables accurate forecasting and realization of account economics plans throughout the lifecycle of a project.

COMPASS Is The Foundation For Enterprise Business To Achieve Efficient And Standardized Processes Throughout The

Organization

COMPASS Enablement


Why COMPASS?Enhanced Capability / Functionality

• Order Management− Creating Sales Order

− Order Recognition & Compensation

− Customer Credit Checks

− RPL & Export Control Checking

− Billing

• Acquisition− 3rd party procurement (PR & PO )

− Managing Vendor Payments

− Goods Receipt

• HR− Field & Local Delivery Labor Tracking

− WEB Based Time entry

− Utilization reporting (via ERGO)

• Project Tracking/ Financials− Creation of Project Structure

− Revenue & Cost Planning

− Revenue Recognition

− Cost Recognition (Cost deferrals & Amortization)

− Inter-company Labor Cost charging

− OS OMEGA Interface for Central Delivery costs

− Manual JV functionality for project related transactions

• Project reporting − Tracking bid costs: Actual vs plan

− Tracking delivery costs and revenue: Actual vs plan

− Tracking costs and revenue by client, practice, market offering, service segment...

By way of overview, COMPASS has / will have the following capability / functionality:


Alignment to ABM 2011 Business Goals

Migrating the paHP contracts is all part of the move to standardization/ compliance, as part of the CBT program

2011-ABM-Business-Goals-Summary

http://intranet.hp.com/eds/ww/wg/abm/Documents/Goals-and-Accomplishments/2011-ABM-Business-Goals-Summary-Final.pdf

http://intranet.hp.com/eds/ww/wg/abm/Documents/Goals-and-Accomplishments/2011-ABM-Business-Goals-Summary-Final.pdf


pa-HP COMPASS FMO Migration: Overview

What

• Migrate all paHP HPES contracts to COMPASS (Future Mode of Operation)

• Do not migrate any contract ending before 1 Jul 2012• Renewals, Add-on business & New Logos to be directly loaded

to COMPASS FMO by FAM / Account

Why

• An integral part of moving all of HP-ES operating from one system/process platform

• Supports Operating model simplification ( HP ES FY11 goals)• Enables implementation of parts of the Q2C processes

How

• Transformational: Contract runs after 1 Jul 2012, and Revenue remaining > US$5m

• Non-Transformational: Contract runs after 1 Jul 2012 + Revenue remaining < US$5m ( reduced migration scope)

• Utilize proven approach, Deployment Handbook, collateral, processes, teams etc …augmenting with increased automation and offshore teams

When

• “Accelerate, Accelerate, Accelerate” … subject to technical constraints

• Migrations commence in May 2011• All unconstrained contracts to be migrated in 2011 ( Some

others need to wait for COMPASS Capability Release)• Last migrations will complete in 2012

Who

• Identified deployment focal point in each region• Leverage existing deployment country leads, PMs and teams

and utilize China team for ‘mass production’ • Support from deployment partners – FAM, PRM, GP, Capital as

for paEDS migrations • Leads - WW: Rick Wright; APJ: Gavin Harris; AMS: Tony Trinidad;

EMEA: Jean-Marc Fidon & Richard Strunk

Major Changes

• Use of Contract Master to drive client invoicing• Purchase requisitioning via COMPASS (Migrate off Smartbuy)• Purchase Requisitioning support via PRM organisation & process model• WWAS used for Purchase Requisition approval and No after the fact POs.• Capital Approval (CAN) required for IT asset, Resale and Lease procurement• Migration off OMEGA to CATW (when CATW changes completed)• Delivery cross-charges to WBS rather than direct to Cost centre• Another step towards clean separation of Delivery v Account financials

responsibility

The paHP COMPASS FMO migrations are integral to the COMPASS Business Transformation (CBT) program. What are they ?


What’s Changing?

COMPASS System Deployment

• Utilize COMPASS Deployment Handbook, Migration tools

• Continue to use existing WBS elements, modify as appropriate

• Create and Implement Contract Master

• Use the FMO Sales Order document type (ZEOR)

• “Move” only certain open POs from Smartbuy purchasing system and mapping to new WBS with remaining balances. PR will not be migrated. (as for EDS)

• POs that are initiated via a Sales Order, will be migrated maintaining the linkage between the SO->PR->PO (and the new Contract Master object)

• Migrate Financial Balances (not residing currently in COMPASS—i.e. Light House).

• Implement CAN approach functionality

• Use FMO Invoice layouts

• Set up Vendors (where the paHP contract is not on COMPASS)

• Utilize Pyramid Embedded Lease process

• Utilize CATW for all time entry (use of paEDS CATS, OMEGA and any others discontinued)

• Procurement, and PR Approvals, in COMPASS

• Update WBS “Responsible Person” to Account person for WWAS linkage

Major Process Changes for existing COMPASS users

• Contract Master

• Purchase Requesting via PRM organizational model

• Capital Approval via non-COMPASS process, in addition to implementation of COMPASS CAN functionality

• Migrate off OMEGA—date to be determined

Organizational Constructs• Financial Analysts and Order Billing Analysts move into

FAM organization. Consolidation of paHP and paEDS FAM teams where necessary.

• Procurement supported by PRM organization.


What’s Changing - SummaryFrom… To…

Quote & Configure

– Product structure not clearly defined, nor managed centrally

– Pursuit costs are not clearly understood

– Local, custom quoting and pricing tool

– Product structure maintained in COMPASS, including configuration and pricing

– Total pursuit costs tracked via WBS structure

– Quoting and pricing is standardized

Contract & Order

– Customer orders, projects and billing have limited linkage with master sold contracts

– Local, custom contract management tool

– Master sold contracts are stored in one database with direct linkage to customer orders, projects and billing

– HP product order management is integrated in COMPASS, managed by ABM

Procure & Deliver

– Purchase requisitions are not managed centrally

– Resource time & expense is not properly managed nor clearly aligned to service line

– Purchase requisitions, enabled by COMPASS, are centrally managed

– Resource time & expense tracked against a WBS, aligned to service line

Invoice, Receivables & Collections

– Account-driven and not standardized

– Manually intensive both for generation and calculation

– Account-managed with centralized support and standard tool

– Automatic generation of fixed billing, based on contract

– Automated calculation, including standard collection and reporting of volumetric data

Financial Close & Reporting

– Accounting at the cost center level

– Cost revenue plans do not always provide transparency

– Financial reporting by service line

– Transparency into project level costs and revenue

– Booked at WBS element level (not cost centers)


CBT Deployment Model

Planning

Conduct Project Plan Walk Through

Baseline Account Schedule

Execute Management of Change [MoC] (ongoing)

Establish ProjectAdministration

Complete ProjectTeam Training

Conduct Account Workshop

Review CompletedAccount Questionnaire

Conduct Account KickoffMeeting

Gate

2 R

evie

w – C

onfirm

the

Pla

n

Define Plan for Remaining Data Migration Objects

Baseline Transition Plan

Identify End Users and Map to Roles

Update and Sign-off UserTraining Plan

Develop Initial WBS And Contract Master Structure

Begin Service Delivery Interlock

paHP-TpaEDS

paHP-TpaEDS

paHP-TpaEDS

paHP-TpaEDS

paHP-TpaEDS

Account Start UpConduct Account ExecOne on One

Regional AwarenessConduct Regional Executive Review

Conduct Regional COMPASS And CATW Overview

Make Account DeploymentHandbook Available

Conduct Regional Business Assurance Review

Communicate Project Team Training Requirements

Gate

1 R

evie

w – K

ickoff

Readin

ess – Tim

elin

e

Sta

rts Here

Tailor COMMS Package

Confirm Account and Deployment Team Resources

Communicate paHP Account Deployment to Account Executive

paHP-TpaEDS

paEDS

paHP-NT

All

All

All

All

All

All

All

All

All

All

All

All

All

All



Execute MoC (ongoing)

Complete Contract Master Design

Validate Customer Attend User Training

Execution

WBS Contract Master

Financial Balances

Upload WBSTo COMPASS

Communicate new WBS Structure

Complete WBSDesign

Obtain ApprovalOf WBS Design

Complete Contract Master Template

Upload Contract Master Template

Update PO Template with WBS

Extract POData to SLO Structure

Validate and Sign Off Contract Master Load

Validate and Sign offWBS Load

Master Data

Validate Vendor

Validate Cost Center

Validate CATW

User Readiness

Submit, ApproveAnd Action System Access

Install SAP Client

Gate

3 R

evie

w – C

onfirm

Maste

r Data

and W

BS

Pro

gre

ss Initiate WBS Maintenance Processes

Gate

4 R

evie

w – A

ppro

val to

GO

LIV

E

Review Open CANs

Prepare Go LiveDocumentationClean up of Legacy

Financial Balances

PO

paEDS

paEDS

paEDSpaHP-TpaEDS

paHP-T

paHP-T

paHP-T

Create program /contract ID

Identify if new WBS Element required For CAN

paHP-T

paHP-NT

Migration of Sales Order/s to Contract Master/s

paHP-NT

paHP-T

paHP-NT

All

All

All

All

All

All

All

All

All

AllAll

All

paEDS

paEDS

paEDS

paEDS

paEDS

paHP-T

paHP-T

paHP-T

paEDS


Sustain SupportFinancial Balances

Obtain and Assemble Financial Data

Validate Close Results

Complete Month-end Close


Conduct LessonsLearned

Updated ProcessesProcedures,Deployment,

Materials, etc.

Validate CANs AreActive

Gate

5 R

evie

w – H

andoff

to

Opera

tions

Communicate Support Model

Execute MoC (ongoing)

Validate and Signoff that Transactions are executingSuccessfully in Production

Communicate Go Live

Go Live

Create Sales Orders

Setup Financial Plans “Forecast”

Use Cost Object Mapping

Prepare Migration JV

Execute Migration JV

Reconcile and Sign Off Financial Balances

Execute Transition Plan

Operations

Recommended Quiet Period if Moving Fin Bal: Calendar Day1 until FB Migration Complete

MoC / Comms

Close old sales orderspaHP-NT

Close old WBS structures and projects

paHP-T

paHP-T

All

All

All

All

All

All

AllpaHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDS

paHP-T

paEDSUpload PO Template

Purchase Orders

Validate and Sign offPO Load

All

All


CBT Deployment Structure

Phase: Account Start Up

Deliverable / Task in

CBT Deployment Model:

Confirm Account and Deployment Team Resources

Description /

Purpose of the Deliverable:

Using the Roles and Responsibilities template, this is a confirmation that all roles have assigned resources and that the resources are committed to the deployment.

Deliverable Owner: Deployment PM Account Contact

Audience / Recipient:

Deployment Team

Link to Collateral / Template:

Roles and Responsibilities document: http://enhanced1.sharepoint.hp.com/teams/EDS_Q2C_Teamsite/DEPL/02_Deliverables/Forms/Documents_in_folder.aspx?RootFolder=%2fteams%2fEDS%5fQ2C%5fTeamsite%2fDEPL%2f02%5fDeliverables%2f00xxx%20Deployment%20R%20and%20Rs&FolderCTID=0x01200025F68F3CA0CD704699C16E82EB1063D6&View=%7bDF02296D%2dCA62%2d4A9F%2d87A2%2d3FF61E604955%7d

CBT Deployment Schedule

CBT Deployment Handbook

Schedule includes tasks that support each section of the Deployment Model

Deployment Handbook contains information about each deliverable in the Schedule

Includes Description, Owner, Recipient, and Link to Collateral created to support the deliverable

ID Task Name PMOReporting

% Compl. Duration

1 Account Deployment 0% 52 days?

2 Project Start MIL 0% 0 days

3 Account Startup 0% 10 days

4 Conduct Account Exec One-on-One 0% 1 day

5 Confirm Account and Deployment Team Resources 0% 1 day

6 Communicate Project Team and End User Training Requirements 0% 1 day

7 Conduct Gate 1 GO / NO GO 0% 1 day

8 Gate 1 Review - Kickoff Readiness MIL 0% 0 hrs

9 Send Email for Gate 1 Completion - Kickoff 0% 1 day

10 Send Invitation to Account Kickoff 0% 1 day

11 Complete Awareness training - FMO Process, Capability, and Organizational/ Role changes0% 2 days

12 Conduct Account Kickoff Meeting 0% 1 day


Deployment Timeline

Account Start Up

Go Live

Planning

Identify and set up CATW users

Gate 2 Gate 4 Gate 5

WkT-6

WkT-5

WkT-4

WkT-3

WkT-2

WkT-1

WkT0

WkT+1

WkT+2

WkT+3

WkT+4

Execution

Gate 1 Gate 3

Post Go Live

Validate Master Data

WBS Design & Approval

Contract Master Design & Approval

Conduct Account Kickoff Meeting



Example Account Deployment TeamRegional Deployment Manger

Country Lead

Deployment Project Manager

Data Migration SME (SWAT)

Field SME

ABM (PRM/SRM)

FAM Account Support*

GSCS SME

Finance SME

CATW SME

Account Representative

*For accounts not in the FAM model, this is the account personnel responsible for invoicing


Roles and Responsibilities –ITSRole Role Description Account Rep

Regional Deployment

Lead

Manage the region implementation and migration plans and guidelines over the life of the program Sherri Rowe Jon Blauvelt

Country Lead Manage COMPASS deployment for sub-region, country or group of countries. This includes country configuration, business readiness, testing, training, country go-live, user support and the migration of business from EDS and HP legacy systems to the COMPASS

Tony Trinidad

Deployment Project Manager

Control and support the account implementation and migration plans and guidelines over the life of the program.

Mitch Palmer

Account Representative

Manage COMPASS deployment for the account. This includes account configuration, business readiness, testing, training, account go-live, user support and the migration of business from EDS and HP legacy systems to the new COMPASS system.

Brad MasonBob Gleason

CATW Deployment

Lead

Accountable for the regional execution of CATW to the respective Account/Contract: delivery, industry, castle and/or large account.

Nancy Glensor

Field SME Manages, communicates & monitors overall ABM/FAM region plan & progress on deployment, acting as an escalation point within the region deployment team issue resolution on ABM/FAM areas

Lee Siegel

Data Migration SME

“Perform Heavy Lifting” with the assistance of FAM, ABM, Account teams, Finance, Procurement, Supply Chain and Regional Teams

Venkat V.

FAM (Billing) Account Support

Provide Support and knowledge transfer to the account user community and manage business requirements definition and process documentation specific to the account.

Surinder KaurSharon Yin Woon Liew

May Chow

Finance SME Represent business to Region/Country Program Manager for respective account Grant KottelenbergGail Ayotte

GSCS SME Manage the GSCS region implementation and migration plans and guidelines over the life of the program Cara Hodges

ABM (PRM/SRM)

Provide Support and knowledge transfer to the account user community and manage business requirements definition and process documentation specific to the account.

Normand PepinWill Harmon


Account Team Training Requirements

Account Deployment Team Training is designed to provide knowledge in:

• Business process and finance foundational courses

• Deployment process & procedures

• Account migration methodology, which includes data migration

• CATW processes

The COMPASS Training website provides a comprehensive overview of training activities, including information about courseware, curriculum by job profile, and

class schedules. http://enhanced1.sharepoint.hp.com/teams/EDS_Q2C_Teamsite/OCT/default.aspx

http://enhanced1.sharepoint.hp.com/teams/EDS_Q2C_Teamsite/OCT/default.aspx


Account Team Training Requirements

Account Team Member Training is essential

to ensure everyone is up to speed on the changes

Training is job profile driven –

Specific courses for specific job functions

Structured, prescribed timeline -

Foundational COMPASS processes

Pre-Requisite courses

Core COMPASS system training


Account Workshop Purpose

1. Ensure all Account Deployment Team members understand:• Work to be done• Who is responsible for each deliverable in the plan• When deliverables are due

2. Ensure Account Deployment Team understands the account’s current state• Review completed account questionnaire

3. Review current project WBS structures4. Develop Contract Master5. Understand and define plan for migration of remaining data objects

• Purchase Orders• Financial Balances, if any

Conduct Project Plan Walk Through


Review CompletedAccount Questionnaire

Define Plan for RemainingData Migration Objects

Baseline Cutover Plan

Develop Initial WBS And Contract Maser

Structure


Next StepsTraining/Security Access:

Account to identify Key Roles for Training and Security access requests

• Project /Delivery/Engagement Managers

• Financial Analysts

• Financial Balance Migration role ( account team member responsible for migrating balances for this deployment )

• Account Executives

• CATW Time Trackers

• CATW Time Administrators

• Resource Managers

• Omega Users/Contractors with and without PO

Complete the available online Training:

• Job specific training curriculums for pa-HP employees to be sent out soon by Mitch Palmer.

• Launch the URL embedded in the email. This will to take you to Grow@HP and show the specific courses required to be completed for deployment. Any courses with a green check mark indicate the training has already been completed.

Complete Workshop pre-work

• Has a COMPASS Account Questionnaire already been completed for the account?

• Work with Mitch and Lee to complete and/or revise Account Questionnaire

• Schedule and Participate in Workshop


Next Steps

1. Learn more about the COMPASS Business Transformation Programme• Visit our website• Review our Q2C Overview training

2. Understand where your account is in the regional cadence• Go to the Account Deployment Master Schedule

3. Begin Account Questionnaire

4. Begin On Line Training• Go to Account Training Matrix to see what is relevant to you

http://intranet.hp.com/enterpriseservices/ww/wg/functions/Q2C_COMPASS/Site/CBTHome.html

http://grow.hp.com/Saba/loginAsUser.jsp?deepLinkName=OfferingDetails&deepLinkParams=offeringId=01157492

http://enhanced1.sharepoint.hp.com/teams/EDS_Q2C_Teamsite/DEPL/Lists/04_Account_Deployment_Schedule_Status/Accounts_Per_Wave.aspx

http://enhanced1.sharepoint.hp.com/teams/EDS_Q2C_Teamsite/OCT/COMPASS%20Training%20Websupport/Training%20Resources/Account%20Training%20Matrix.xls


Questions?


Additional Slides:

- What’s Changing detail


Category From… To… EDS HP

Quote and Configure

• Product Master & Catalog • Product structure is not clearly defined with configuration and pricing nor managed by a centralized system.

Product structure maintained in Compass, including configuration and pricing

Enhanced; more

integratedNew

When a new "offering" is approved thru Concept to Production (CtP), it will be added in 3 places:

(1) legacy Compass tables that are used for reporting.

(2) Compass tables used strictly for Solutioning (organizing line items in a quote by offering).

(3) Product Master used for Marketing purposes.

• Establish Pursuit Project • Total pursuit costs are not clearly understood nor managed properly.

Pursuit costs tracked in WBSstructure. Portfolio and WBS alignment happen through COMPASS tables and attributing WBS elements

with an Offering. (1) Pursuit Labor Tracking

will occur in CATW(2) The ABM organization

FAM will establish a Pursuit WBS

NewEnhanced; more

complete

Supporting Sales & Solutioning

What’s Changing?



Quote and Configure

• Quoting and Pricing • Combination of Enterprise, Local, and custom quoting and pricing tools

• HP HW/SW orders: Confiig & price will be loaded from WATSON/EZCONFIG to COMPASS. A manual trigger of the transaction automatically pulls from WATSON/EZCONFIG to COMPASS• Eclipse to manage special customer pricing discounts. Eclipse feeds through EZPRS into COMPASS

NewEnhanced; more

complete

• The Applications business will use E3T (and SDT) to configure, cost, and quote new business. E3T quotes will be manually loaded into COMPASS. Also used as the Applications business project forecasting tool.

NewEnhanced; more

integrated

• ITO will use CMT for custom quotes (no change from current use) manual load to COMPASS

SameEnhanced; more

integrated

• Mixed Orders • Ability and responsibilities not clearly defined Ability to manage deals with

combined HP Enterprise Services and HP HW/SW/TS ; revenue recognition, order & procurement, consolidated invoice

NewEnhanced; more

integrated

Supporting Sales & Solutioning

What’s Changing?



Contract & Order

• Contract Management Ownership

• Responsibilities in both Legal and at the Accounts

• Rationalization and assignment of Commercial Contract Management resources to the new ABM support structure

NewEnhanced; more

complete

• Contract Master • Local and custom contract management tools

• Master sold contracts are not stored in a centralized database with limited linkage to projects, client orders and billing

• Contract Master is stored in one database (COMPASS) and used to represent the contract with a customer and serves as the umbrella master document, housing all products and services that have been agreed upon. Contract Master includes outsourcing agreements for fixed price, volume price, SSR/NSSR; ability to generate sales orders & invoice from contract: source of entitlement• Managed by ABM FAM

New New

• Order Acceptance • (EDS Legacy) - Client financial health checks not performed

• When contracts are set up, you need to set up order acceptance and booking for services, products, and bundles.• Automated credit checks using the Credit & Collections system, reducing the need for manual checks.

New Same

• Sales Orders • Client run-rate churn orders have limited link to client contracts

• Client orders linked to client contracts that support bill plans as required• FAM creates a sales order before a purchase requisitions is initiated

New Same

Contract Master may have updates based on non-standard requests

NewEnhanced; more

integrated

Contract Management

What’s Changing?



Contract & Order

• WBS Structures • Moving from Cost Center structure to standard Work Breakdown Structure (WBS)

• A New WBS structures in place• A WBS is a financial model of a project and acts as a cost and revenue collector. This new structure incorporates new products and financial reporting• FAM will work with the Account to set-up the WBS structure. Use of new WBS Questionnaire to assist with design and creation of WBS structure

NewEnhanced; more

complete

• Delivery resources will track time against the WBS in CATW• MSPS has an interface with CATW• Note: USPS has additional time tracking functionality and control in CATW to meet US federal requirements to track and approve time on a daily basis• BPO Healthcare will have similar functionality.

NewEnhanced; more

complete

Capital • Inconsistent processes for obtaining Capital Appropriation

• Capital Appropriation approval process will be enabled by COMPASS• CAN approval process initiates and validates CAN budget and ensures budget available• CAN (Capital Appropriations Number) approval refers to the ability to prioritize project against other projects competing for capital

Enhanced; more

integrated

Enhanced; more integrated

• Catalogue Management • Catalogue Management process ownership is moving from legacy Delivery/Procurement/GBM

• ABM SRM will own Catalogue Management• Report from Compass for setting up IT Service Catalogue (Customer facing); includes contract standard services, SLA, cost & price, customer information•Note: Non-Standard services being looked at in the design of ‘Single Point of Entry’

Enhanced; more

integratedNew

What’s Changing?Contract Management



Procure & Deliver

• Project Tracking & Reporting

• Resource time tracking is not properly managed nor clearly aligned by service line

• ESO will request ABM FAM to set-up project structure in COMPASS• A project requires a profit and responsible cost center• Can automatically replicate WBS projects onto another regional SAP instance for globally supported projects• COMPASS lets you upload and download project structures via an Excel spreadsheet• Use of COMPASS to create reports showing real-time information to COMPASS data. Used for project-level reports

NewEnhanced; more

complete

• Procurement • Purchase requisitions are managed by decentralized systems

•Purchase requisitions, enabled by COMPASS, managed by ABM SRM centrally• Procurement process in COMPASS will be for Full country model implementations only. Small Country Model will continue to use Smart Buy or local procurement system• Non-contract related purchase requisitions will be done through Smart Buy

NewEnhanced; more

integrated

• PR approval is going away from manager level approval

• PRs can contain multiple suppliers and can be created automatically from a Sales Order tied to the Customer Master Sold Contract or created standalone• PR approval process using WWAS spending thresholds: financial approval, project release, and global trade release. The releases are performed per each PR line item not the total PR.

NewEnhanced; more

integrated

Order Processing

What’s Changing?



Procure & Deliver

• Procurement (continued) • PR released for all line items•to PR line items are released individually and POs are then generated on released line items only• PRs for 3rd Party Product (expensed or capitalized) must reference the CAN number. When Buyer creates PO from released PR's, CAN budget is "Committed“• PRs for account related contractor services who need to do time sheets at an hourly rate are handled through SmartLabor. Manually create Request in Smartlabor• PRs for HP Product (HW/SW) sold to customers) will be an Intercompany PO that is automatically created upon PR release• Blanket POs are available for approved services (not products) with invoice authorization

NewEnhanced; more

complete

• Product updates to vendor master & interface with the IT Services Catalogue (Client View), as necessary

Enhanced; more

completeNew

• Financial Goods Receipt • Inconsistent processes

• Notification to SRM PRM from Asset Mgmt when physical goods received to perform the financial goods receipt.• Lighthouse BW will maintain fixed asset information

Enhanced; more

complete

Enhanced; more complete

Order Processing

What’s Changing?



Procure & Deliver

• IT Asset Management • Trade Asset Management in Service Delivery and GBM. Corporate Asset Management in IT

• Trade Asset Management in ABMCorporate Asset Management in IT• Asset tool does not interface to COMPASS• Use of Lighthouse reporting to validate asset inventory will be used

NewEnhanced; more

complete

• Financial Asset Management

• Inconsistent processes and linkages to financial systems

• Ability to order & track all devices under rent/lease/maintenance in COMPASS; facilitates renewal, tracking, recurring payments

• COMPASS will automatically post asset depreciation costs to a WBSE code

NewEnhanced; more

complete

Order Processing

What’s Changing?



Invoice, Receivables & Collections

• Billing data collection • Finance and Account responsibilities with some overlap

• The processes of Billing (including Fixed and Volumetric) are manual intensive both for generation and calculation and not standardized

• ABM FAM to perform billing and invoice responsibilities following HP Finance Policies and guidelines • Primary cost/revenue collector is the project versus cost center• CiT must be manually set up for volumetric data. Delivery system feed to CiT for volumetric cost transfer•You can process "mantime" or project labor in one of four billing methods: activity related, role related, fixed price, or personnel related. A separate WBS must be used for each billing method. (Applies to time tracked in CATW only.)

New (or standardized)


• Client Invoicing • Account-driven • Account-managed with centralized support and tools• Manually create billing docs in COMPASS to generate draft invoice. Once the invoice has been reviewed and approved, it will be released to Accounting where the invoice will be printed


Enhanced; more complete

• Collections, Disputes, Bad Debts

• Account-driven • Collections, Disputes, and Bad Debts is moving from being account-driven to being managed by HP Credit & Collections.

• HP Collector contacts the customer

•FAM will support HP Credit & Collections

NewEnhanced; more

integrated

Billing and Invoicing

What’s Changing?




• Overall Financial Reporting

• Cost/ Revenue reports do not always provide the transparency

• Accounting at the cost center level

• Financial reporting by service line at project / contract level• Project level costs & revenue (Improved project accounting)

Enhanced; more

integrated


• General Ledger • Accounting at the cost center level • Accounting at the Project Level

• COMPASS is a sub-ledger to Lighthouse GL and initiates financial transactions that are sent to and recorded in Lighthouse GL

NewEnhanced; more

complete

• Forecasting • Account-driven • At COMPASS account deployment, budget forecasting is required in both SIFT and E3T/COMPASS to ensure testing all functionality

• COMPASS will let you establish, modify, and review budget and forecasting plans throughout the lifecycle of a project. These plans will be created against the project's WBS

• FAM will provide project managers with COMPASS reports to review and compare to budgets and/or forecasts with actual revenues and expenses

• Note: All revenue planning should be done in US dollars. Cost planning can be done in local currency or US dollars. Actual costs should be booked in the same currency.

NewEnhanced; more

integrated

Forecast & Financial Reporting

What’s Changing?




• Financial Analysis

• Financial analysis and results of projects are completed outside of the Project System at the profit/cost center level

• Being completed in COMPASS/NBA Lite

Enhanced; more

integrated


• Cost and Revenue Plans & Recognition

• Account revenue is directly connected to the invoice and manually deferred or accrued per accounting rules by the Account

• The COMPASS administrators set up a revenue plan and revenue is recognized automatically per assigned revenue recognition rules.•Cost and revenue plans will be booked at the WBS level in COMPASS. E3T and Optimum tools are used today, and data is uploaded from them into COMPASS to support automated accounting

NewEnhanced; more

integrated

• COMPASS automatically recognizes revenue based on assigned revenue recognition rules

• Cost recognition for Government labor cost is automated. Costing based on Government requirements (cost plus)

NewEnhanced; more

integrated

• Intercompany Transfers, Journal Vouchers & Cross Charging

• Account-driven • COMPASS eliminates the use of Workforce Agreements (WFA). • HP Enterprise Service will receive intercompany billing instead of trade invoices• FAM will perform cost transfers using new WBS• Cross charging within a region is going from a single project code to requiring more than one project depending on cost/revenue requirements

NewEnhanced; more

complete

Forecast & Financial Reporting

What’s Changing?