Articles by James A Robertson and Associates

Std 014 Procurement: 06 System Procurement Bill of Services
Created by James on 10/22/2014 3:09:06 PM

The Bill of Services is directly comparable to the Bill of Materials on a Construction Project -- it is intended to list ALL the services that are required in order to execute the project and deliver the required business outcome
The Bill of Services is prepared by a person with considerable experience in the implementation of business information systems who is able to draft a comprehensive list.  This list may then be fine tuned by bidders to reflect their particular methods and approach
The Bill of Services is the basis on which the bid is priced and the basis on which the contractor is paid -- if it is NOT in the Bill of Services there is NO basis for a claim



The Bill of Services is directly comparable to the Bill of Materials on a Construction Project -- it is intended to list ALL the services that are required in order to execute the project and deliver the required business outcome

The Bill of Services is prepared by a person with considerable experience in the implementation of business information systems who is able to draft a comprehensive list.  This list may then be fine tuned by bidders to reflect their particular methods and approach

The Bill of Services is the basis on which the bid is priced and the basis on which the contractor is paid -- if it is NOT in the Bill of Services there is NO basis for a claim

The Bill of Services is priced on the basis of a rates schedule that provides links that MUST be a direct ratio of employee remuneration -- the consulting engineering profession generally has salary based rates formulae that can be borrowed -- it is entirely UNACCEPTABLE that contractors charge average rates over widely differing staff competence grades

It is particularly unacceptable that they under charge for senior personnel and over charge for junior personnel -- this provides a perverse incentive for sub-standard and over priced work

 

Implementer Schedule of Rates per hour (discounted where full utilization is expected)
All rates are EXCLUDING VAT Rate to be used for bidding in the Bill of Services Name/s of person/s nominated to play this role Rate for Travelling outside of xxx
Management
  Implementation Director
  Project Manager
  Laboratory Manager
Implementation
  Strategic Solution Architect
  Senior Implementer
  Implementer
  Junior Implementer
Development
  Senior Solution Architect
  Senior Developer
  Developer
Specialists
  Documentation Specialist
  Computer Based Training Developer
  Typing Instructor
Other Team Members
  Other 1
  Other 2
  Other 3
  Other 4
  Other 5
  Other 6
  Other n
Vehicle Rate per km outside of xxx
Management
Staff

Bill of Services

 

Columns are days per personnel category as per the rate schedule, extended in the yellow column followed by currency value of hours multiplied by rate in the blue block

    Serial       Item      
2 1 Finalization of bid -- detailed planning, contracting, etc -- phase 3 of bidding process for selected vendor
3 1 Introduction of core team that will run the project -- both sides
4 2 Discovery as required
5 3 Final Definition of Scope in terms of exact modules and products to be procured and implemented
6 4 Develop comprehensive project plan
7 5 Contractual negotiations
8 6 Acceptance and signing of contract
9 7 Other bid finalization activities
12 Total finalization of bid    
15 2 Establishment
16 1 Introduce full project teams
17 2 Move into project office, connect to network and other settling in
18 3 Agree communication, document management and other protocols
19 4 Install and commission Computer Based Training software
20  -- team must included an experienced CBT developer with experience in developing educational material
21 5 Other establishment activities
24 Total establishment    
27 3 Project Management and Change Facilitation
28 1 Project Management and liaison
29 1 Develop detailed project schedule down to +/- 2 week per work package
30  -- at monthly Project Status meetings a work package is either not started, in progress or complete
31  -- the same package is NOT permitted to be in progress for more than one meeting -- red flag to be raised if break this rule
32 2 Quarterly Project Status Review meetings
33 3 Monthly Project Board meetings
34 4 Monthly Project Status meetings
35 5 Weekly Project meetings
36 6 Implementer Project Manager in role
37 7 Other project management activities
40 Total project management and liaison  
42 2 Communication and Change Facilitation
43 1 Liaison and communication
44 2 Develop change facilitation plan
45 3 Communication activites
46 4 Engagement activies
47 5 Problem diagnosis activites
48 6 Other change facilitation activities
51 Total Communication and Change Facilitation
53 Total Project Management and Change Facilitation
56 4 Configuration and Integration of Data Warehouse and Business Intelligence
57 1 Develop overall solution definition
58 1 Executive workshops -- "if we could give you any information you can think of what would you ask for?"
59 2 Operational workshops -- "if we could give you any information you can think of what would you ask for?"
60 3 High level conceptual design and review of practicallity and cost implications
61 4 Agree portion of budget to be reserved for unexpected requirements once system is operational
62 5 Detailed planning of end user Business Intelligence deliverable
63 6 Detailed design of end user Business Intelligence deliverable
64 7 Agree final scope of Data Warehouse and Business Intelligence solution
65 8 Other Data Warehouse and Business Intelligence Solution definition activities
68 Total Develop overall Data Warehouse and Business Intelligence solution definition
70 2 Comprehensive walkthrough of as-delivered tables, ETL, models, dashboards, reports, etc in Data Whouse & BI solution
71 1 High level analysis of requirements to achieve a total solution
72 2 Detailed planning of overall data warehouse configuration and implementation -- including budget related trade-off's
73 3 Other Data Warehouse configuration planning activities
76 Total Comprehensive walkthrough of as-delivered DW and BI
78 3 Develop DW & BI for modules not covered in core datawarehouse
79 1 Familiarization with system and database design
80 2 Design schema's
81 3 Build database
82 4 Specify ETL
83 5 Develop ETL
84 6 Develop basic inquiry and analysis capability
85 1 Specify basic models, reports and dashboards
86 2 Develop basic models, reports and dashboards
87 7 Develop intermediate level inquiry and analysis capability
88 1 Specify intermediate complexity models, reports and dashboards
89 2 Develop intermediate complexity models, reports and dashboards
90 8 Develop advanced level inquiry and analysis capability
91 1 Specify complex models, reports and dashboards
92 2 Develop complex models, reports and dashboards
93 9 Executive adoption
94 10 Other activities relative to the third party module
97 Total warehouse and BI for additional modules
99 Total Data Warehouse and Business Intelligence
102 5 Business Management Related Software
103 1 Overall Business Management Solution
104 1 Liaison and consultation with module specialists
105 2 Comprehensive walkthroughs of the module
106 3 In-depth consultation with Client Business Specialists
107 4 Develop best practice standards for configuration in Client
108 5 Develop Client codes facilitated by JAR
109 6 Laboratory configuration and testing
110 1 Develop workflows, standards, policies and protocols
111 2 Develop comprehensive statistically representative data and situation test pack
112 3 Configure in the Laboratory, test and refine
113 4 Specify, document and test module specific workflows (processes)
114 5 Specify and develop module specific Computer Based Training material
115 6 Final presentation and walkthrough of entire solution
116 7 Adoption of solution
117 8 Other Business Management module configuration and integration related activities
120 Total Overall Business Management Solution
122 2 Manage Client Asset Utilization
123 1 Liaison and consultation with module specialists
124 2 Comprehensive walkthroughs of the module
125 3 In-depth consultation with Client Specialists
126 4 Develop best practice standards for configuration in Client
127 5 Develop Client codes facilitated by JAR
128 6 Laboratory configuration and testing
129 1 Develop workflows, standards, policies and protocols
130 2 Develop comprehensive statistically representative data and situation test pack
131 3 Configure in the Laboratory, test and refine
132 4 Specify, document and test module specific workflows (processes)
133 5 Specify and develop module specific Computer Based Training material
134 6 Final presentation and walkthrough of entire solution with executives 
135 7 Adoption of solution
136 8 Other Client Asset Utilization and Turnaround module configuration and integration related activities
139 Total Client Asset Utilization and Turnaround
140
 
 
159
160 4 Interface with Client Asset Tracking Systems
177 Total Interface with Client Asset Tracking Systems
179 5 Client Asset Milestone Monitoring and Reporting
196 Total Client Asset Milestone Monitoring and Reporting
         
219
220 6 Other Specialist Modules
221 1 Software to Manage Client Asset Operating Costs -- interfacing with third party systems
222 1 Liaison and consultation with module specialists
223 2 Integration must be comprehensively proven with site references if a 3rd party product is proposed
224 3 Design integration with third party systems if not already proven
225 4 Comprehensive walkthroughs of the module
226 5 In-depth consultation with Client subject matter experts
227 6 Develop best practice standards for configuration in Client
228 7 Develop Client codes guided by JAR
229 8 Laboratory configuration and testing
230 1 Develop workflows, standards, policies and protocols
231 2 Develop comprehensive statistically representative data and situation test pack
232 3 Configure in the Laboratory, test and refine
233 4 Specify, document and test workflows (processes)
234 5 Specify & develop Computer Based Training material
235 6 Final presentation and walkthrough of entire solution
236 9 Other Client Asset Operating Cost module configuration and integration related activities
239 Total Software to Manage Client Asset Operating Costs
241 2 Check Bay Control and Logging Software -- if development is proposed itemize what is required
242 1 Liaison and consultation with module specialists
243 2 Integration must be comprehensively proven with site references if a 3rd party product is proposed
244 3 Comprehensive walkthroughs of the module
245 4 In-depth consultation with Client subject matter experts
246 5 Develop best practice standards for configuration
247 6 Develop Client codes facilitated by JAR
248 7 Coordinate with other modules
249 8 Laboratory configuration and testing
250 1 Develop workflows, standards, policies and protocols
251 2 Develop comprehensive statistically representative data and situation test pack
252 3 Configure in the Laboratory, test and refine
253 4 Specify, document and test module specific workflows (processes)
254 5 Specify and develop module specific Computer Based Training material
255 6 Final presentation and walkthrough of entire solution with executives
256 9 Other Check Bay Control and Logging module configuration and integration activities
259 Total Materials Management and Tracking
261 3 Software to manage Consolidation Center Operations
262 1 Liaison and consultation with package specialists
263 2 Integration must be comprehensively proven with site references if a 3rd party product is proposed
264 3 Comprehensive walkthroughs of the module
265 4 In-depth consultation with Client subject matter experts
266 5 Develop best practice standards for configuration
267 6 Develop Client module specific codes facilitated by JAR
268 7 Coordinate with other modules
269 8 Laboratory configuration and testing
270 1 Develop workflows, standards, policies and protocols
271 2 Develop comprehensive statistically representative data and situation test pack
272 3 Configure in the Laboratory, test and refine
273 4 Specify, document and test module processes
274 5 Specify and develop module specific Computer Based Training material
275 6 Final presentation and walkthrough of entire solution
276 9 Other Consolidation Center configuration and integration related activities
279 Total Consolidation Center    
281 4 Software to Manage Sub-Contractors
301 5 Software to Manage Quoting
320 6 CRM -- Internal Instance of Microsoft Dynamics CRM
321 1 Liaison and consultation with module specialists at …
322 2 Compliance with Group standards
323 3 Comprehensive walkthroughs of the module
324 4 In-depth consultation with Client subject matter experts
325 5 Develop best practice standards for configuration
326 6 Develop Client module specific codes facilitated by JAR
327 7 Laboratory configuration and testing
328 1 Develop workflows, standards, policies and protocols
329 2 Develop comprehensive statistically representative data and situation test pack
330 3 Configure in the Laboratory, test and refine
331 4 Specify, document and test module processes
332 5 Specify and develop module specific Computer Based Training material
333 6 Final presentation and walkthrough of entire solution
334 7 Other CRM configuration and integration related activities
337 Total CRM -- Microsoft Dynamics CRM  
377 9 Proof of Delivery Documentation Management
394 Total Proof of Delivery Document Management
396 Total Specialist Modules    
399 7 Configuration and Integration of Finance and Administration Modules
400 1 Finance
401 1 General Ledger
402 1 Liaison and consultation with module specialists
403 2 Comprehensive walkthroughs of the module
404 3 In-depth consultation with Client subject matter experts
405 4 Develop best practice standards for configuration
406 5 Develop Client Chart of Accounts to JAR&A standards
407 6 Laboratory configuration and testing
408 1 General ledger integration must be tested with ALL modules with financial elements
409 2 Develop workflows, standards, policies and protocols
410 3 Develop comprehensive statistically representative data and situation test pack
411 4 Configure in the Laboratory, test and refine
412 5 Specify, document and test module processes
413 6 Specify and develop module specific Computer Based Training material
414 7 Final presentation and walkthrough of entire solution
415 7 Other General Ledger module configuration and integration related activities
418 Total General Ledger    
420 2 Accounts Receivable
421 1 Liaison and consultation with module specialists
422 2 Comprehensive walkthroughs of the module
423 3 In-depth consultation with Client subject matter experts
424 4 Develop best practice standards for configuration
425 5 Develop Client codes facilitated by JAR
426 6 Laboratory configuration and testing
427 1 Invoicing must integrate tightly with Financials
428 2 Develop workflows, standards, policies and protocols
429 3 Develop comprehensive statistically representative data and situation test pack
430 4 Configure in the Laboratory, test and refine
431 5 Specify, document and test module processes
432 6 Specify and develop module specific Computer Based Training material
433 7 Final presentation and walkthrough of entire solution
434 7 Other Accounts Receivable module configuration and integration related activities
437 Total Accounts Receivable    
439 3 Accounts Payable
440 1 Liaison and consultation with module specialists
441 2 Comprehensive walkthroughs of the module
442 3 In-depth consultation with Client subject matter experts
443 4 Develop best practice standards for configuration
444 5 Develop Client codes facilitated by JAR
445 6 Laboratory configuration and testing
446 1 Accounts payable must integrate tightly with invoicing with regard to payment of sub-contractors
447 2 Develop workflows, standards, policies and protocols
448 3 Develop comprehensive statistically representative data and situation test pack
449 4 Configure in the Laboratory, test and refine
450 5 Specify, document and test module processes
451 6 Specify and develop module specific Computer Based Training material
452 7 Final presentation and walkthrough of entire solution
453 7 Other Accounts Payable module configuration and integration related activities
456 Total Accounts Payable    
458 4 Cashbook
459 1 Comprehensive walkthroughs of the module
460 2 Develop Client codes facilitated by JAR
461 3 Laboratory configuration and testing
462 1 Identify any Client specific Cashbook requirements
463 2 Develop workflows, standards, policies and protocols
464 3 Develop comprehensive statistically representative data and situation test pack
465 4 Configure in the Laboratory, test and refine
466 5 Specify, document and test module processes
467 6 Specify and develop module specific Computer Based Training material
468 7 Final presentation and walkthrough of entire solution
469 4 Other Cashbook related configuration and integration activities
472 Total Cashbook    
474 5 Assets Register
475 1 Liaison and consultation with module specialists
476 2 Comprehensive walkthroughs of the module
477 3 In-depth consultation with Client subject matter experts
478 4 Develop best practice standards for configuration
479 5 Develop Client codes facilitated by JAR
480 6 Coordinate with Fleet Management and Business Management Modules
481 7 Laboratory configuration and testing
482 1 Assets Register must integrate tightly with Fleet Maintenance module and other related modules
483 2 Develop workflows, standards, policies and protocols
484 3 Develop comprehensive statistically representative data and situation test pack
485 4 Configure in the Laboratory, test and refine
486 5 Specify, document and test module processes
487 6 Specify and develop module specific Computer Based Training material
488 7 Final presentation and walkthrough of entire solution
489 8 Other Asset Register module related configuration and integration activities
492 Total Assets Register    
494 6 Other Finance
495 1 Activities as necessary to fully configure and commission other module/s -- list in same detail as above
498 Total Other Finance    
500 Total Finance    
502 2 Human Resources
503 1 Must integrate with other modules which tie in to personnel data
504 2 In-depth evaluation of proposed solution relative to existing product
505 3 Liaison and consultation with package specialists
506 4 Integration must be comprehensively proven with site references 
507 5 Comprehensive walkthroughs of the module
508 6 In-depth consultation with Client subject matter experts
509 7 Develop best practice standards for configuration
510 8 Develop Client module specific codes facilitated by JAR
511 1 Develop knowledge and experience (competence / skills) categorization
512 2 Develop other HR module specific codes
513 9 Coordinated with Business and other modules
514 10 Laboratory configuration and testing
515 1 Develop workflows, standards, policies and protocols
516 2 Develop comprehensive statistically representative data and situation test pack
517 3 Configure in the Laboratory, test and refine
518 4 Specify, document and test module processes
519 5 Specify and develop module specific Computer Based Training material
520 6 Final presentation and walkthrough of entire solution
521 11 Other Human Resource module configuration and integration related activities
524 Total Human Resources    
526 3 Payroll
527 1 Must integrate with Business and other modules which tie in to personnel data and cost data
528 2 In-depth evaluation of proposed solution relative to existing product -- 
529 3 Liaison and consultation with package specialists
530 4 Integration must be comprehensively proven with site references
531 5 Comprehensive walkthroughs of the module
532 6 In-depth consultation with Client subject matter experts
533 7 Develop best practice standards for configuration
534 8 Develop Client module specific codes facilitated by JAR
535 9 Coordinated with Estimating and Contract Costing
536 10 Laboratory configuration and testing
537 1 Develop workflows, standards, policies and protocols
538 2 Develop comprehensive statistically representative data and situation test pack
539 3 Configure in the Laboratory, test and refine
540 4 Specify, document and test module processes
541 5 Specify and develop module specific Computer Based Training material
542 6 Final presentation and walkthrough of entire solution with executives
543 11 Other Payroll module related configuration and integration activities
546 Total Payroll    
549 Total Finance and Administration  
552 8 Integrated Laboratory testing and laboratory simulation operation
553 1 Establishment of Laboratory
554 1 Detailed planning of integrated laboratory simulation programme
555 -- goal of the laboratory is to BREAK IT until IT cannot be broken
556 2 Specify laboratory facility
557 3 Procure equipment and establish laboratory facility
558 4 Collate and consolidate detailed statistically significant test packs for each module into one integrated test pack
561 Total Establishment of Laboratory  
563 2 Testing of individual modules
564 1 Commission and test individual modules in the laboratory as they become available -- see list above
567 Total Testing of invidiual modules -- details listed on a per module basis in preceding sections NOT included here
569 3 Test Integration
570 1 Test integration of modules as they become available
573 Total Testing of integration as modules become available
575 2 Testing and acceptance of the integrated solution
576 1 Technical integration
577 1 Technical testing of integrated solution until the entire solution works technically -- 3 iterations
578 2 Other activities necessary to get the integrated solution to a point where it can be utilized by the business team -- 3 iterations
580 2 Business operational integration
581 1 Operational testing of the integrated solution until the entire solution works at a business operational level -- 3 iterations
582 2 Other activities necessary to get the integrated solution to a point where it can be presented to executives -- 3 iterations
584 3 Simulation and review of integrated solution -- first iteration
585 1 Comprehensive simulation of live operation with small but statistically significant test data pack
586 2 Systematic presentation and walkthrough of entire solution with executives
587 3 Other activities relative to first iteration
589 4 Simulation and review of integrated solution -- second iteration
590 1 Revise, refine and optimise solution
591 2 Comprehensive simulation of live operation with small but statistically significant test data pack until ready to present to execs
592 3 Systematic presentation and walkthrough of entire solution with executives
593 4 Other activities relative to second iteration
595 5 Simulation and review of integrated solution -- third iteration
596 1 Revise, refine and optimise solution
597 2 Comprehensive simulation of live operation with small but statistically significant test data pack until ready to present to execs
598 3 Systematic presentation and walkthrough of entire solution with executives
599 4 Other activities relative to third iteration
602 Total Testing of Integrated Solution  
604 4 Development and testing of integrated reports and BI models, etc
605 1 Development of integrated reports -- 3 iterations with Executive review
606 2 Development of integrated BI reports, models and dashboards -- 3 iterations with executive review
607 3 Development of executive level strategic BI reports, models and dashboards -- 3 iterations with executive review
610 Total development and testing of integrated reports and BI models, etc
612 5 Specification, configuration, testing, refinement and documentation of integrated workflows and operating procedures
613 1 Specify and configure workflows and operating procedures -- iteration 1
614 1 Define workflows from executive level and document
615 2 Review and refine with management
616 3 Review and refine with operational personnel
617 4 Configure in the system
618 5 Walkthrough
620 2 Specify and configure workflows and operating procedures -- iteration 2
621 1 Define workflows from executive level and document
622 2 Review and refine with management
623 3 Review and refine with operational personnel
624 4 Configure in the system
625 5 Walkthrough
627 3 Specify and configure workflows and operating procedures -- iteration 3
628 1 Define workflows from executive level and document
629 2 Review and refine with management
630 3 Review and refine with operational personnel
631 4 Configure in the system
632 5 Walkthrough
634 4 Finalize and accept workflows
635 1 Management review
636 2 Executive review
637 3 Acceptance
640 Total specification, configuration, testing, refinement and documentation of integrated workflows
642 6 Development of training materials
643 1 Documentation of policies and standards -- 3 iterations
644 2 Development of user manuals -- 3 iterations
645 3 Development of Computer Based Training material with tests and performance measures with executive review -- 3 itns
646 4 Other activities necessary to develop a comprehensive training environment for the enterprise
649 Total development of training materials  
651 7 Training
652 1 Training of Operational Personnel
653 1 Overall system operation, integration impacts -- who is affected by what I do -- how the whole system fits together
654 2 Policies, standards, protocols, escalation, authories, etc
655  -- includes speed and accuracy of data capture for all personnel with significant keyboard input requirements
656 3 Touch typing test for all personnel responsible for significant keyboard input
657  -- touch typing classes for those who do not achieve a minimum standard of 20 words per minute at 99% accuracy
658  -- team must include an instructor
659 4 Training on CBT until reach required standard -- multiple repetitive cycles
660 5 Comprehensive operational simulation until all staff trained to level where they can migrate to new system easily --at least 3 itns
661 6 Other training related activities for operational personnel
662 7 Declaration of operational readiness
665 Total Training of Operational Personnel  
667 2 Training of Supervisory Personnel
668 1 Overall system operation, integration impacts -- who is affected by what I do -- how the whole system fits together
669 2 Policies, standards, protocols, escalation, authoriies, etc 
670  -- includes speed and accuracy of data capture for all personnel with significant keyboard input requirements where applicable
671 3 Touch typing test for all personnel responsible for significant keyboard input
672  -- touch typing classes for those who do not achieve a minimum standard of 20 words per minute at 99% accuracy
673 4 Training on CBT until reach required standard where applicable -- multiple repetitive cycles
674 5 Comprehensive training in conjunction with operational simulation until all supervisory staff are trained to a level where they 
675  can migrate to the new system easily -- at least 3 iterations
676 6 Other training related activities for supervisory personnel
677 7 Declaration of supervisory readiness
680 Total Training of Supervisory Personnel  
682 3 Training of Managers
683 1 Overall system operation, integration impacts -- who is affected by what I do -- how the whole system fits together
684 2 Policies, standards, protocols, escalation, authoriies, etc
685  -- includes speed and accuracy of data capture for all personnel with significant keyboard input requirements where applicable
686 3 Touch typing test for all personnel responsible for significant keyboard input
687  -- touch typing classes for those who do not achieve a minimum standard of 20 words per minute at 99% accuracy
688 4 Comprehensive training in conjunction with operational simulation until all managers are trained to a level where they
689 can migrate to the new system easily -- at least 3 iterations
690 5 Other training related activities for managers
691 6 Declaration of management readiness
694 Total Training of Managers    
696 Total Training    
698 8 Formal declaration of readiness to commence live operation -- issue certificate of readiness
699 1 Declaration by implementer Team Leader
700 2 Declaration by implementer Project Manager
701 3 Declaration by implementer Project Director
702 4 Declarations by Client Heads of Departments
703 5 Declaration by Client Project Facilitator
704 6 Declaration by Client Contract Manager
705 7 Declaration by Client Executive Sponsor
706 8 Approval by EXCO
707 9 Board approval
708 10 Partial Release of Retention
711 Total declaration of readiness to commence live operation
713 Total Integrated Laboratory testing and laboratory simulation operation
716 9 Custom Development -- lump sum budget provision -- all stages 3 iterations with Executive review
717  -- Custom development ONLY undertaken in extreme circumstances where it is essential to support core strategic differentiators
718  -- It is expected that Precision Configuration that accurately models the real world will minimize the need for custom development
719 1 Propose possible custom development
720 2 Concept specification
721 3 Develop business case
722 4 Review and refine business case
723 5 Formal approval
724 6 Detailed specification
725 7 Development
726 8 Testing
727 9 Acceptance
728 10 Deployment in the Laboratory
729 11 Comprehensive integrated testing -- break it until it cannot be broken -- 3 iterations
730 12 Other custom development activities
733 Total Custom Development -- lump sum provision
736 10 Overall System Integration
737 -- Impacts all systems, modules and components
738 1 Develop comprehensive integration schema
739 2 Develop coding standards for integration
740 3 Develop operational "way of working" standards for integration
741 4 Develop test packs for integration
742 5 Oversee all aspects of integration testing in the Laboratory
743 6 Certify that integration is fully tested and ready for deployment
744 7 Other integration activities
747 Total Overall System Integration  
750 11 General System Requirements
751 -- Impacts all systems, modules and components
752 1 Multi-company and multi-currency operation
753 2 Remote connectivity or batch synchronization for isolated areas
754 3 Simulate cross-border operation including interfacing with third party systems such as customs and clearing
755 4 Simulate operation in remote areas
756 5 Other general system functionality and capability activities
759 Total General System Requirements
762 12 Operational commissioning and ramp-up to formal handover including fine tuning and bedding down
763 1 Develop detailed commissioning plan at the level of each business unit and each functional area -- exec review -- 3 itns
766 Total planning for operational commissioning
768 2 Commissioning in xxx2
769 1 Pre-commissioning communication and change facilitation per area commissioned
770  -- what we are going to do -- what we are doing -- what we have done
771  -- note that "support" includes hot-line support
772 2 Support for one week prior to commissioning
773 3 Support over the 48 hours covering commissioning
774 4 Support for next five business days
775 5 Support for the next 15 business days
776 6 Additional support over first month end
777 7 Support for the next fiscal month
778 8 Support for the next three fiscal months
779 9 Support for the next six fiscal months
780 10 Additional support over first year end
781 11 Additional support for first three months after year end
782 12 Other support
785 Total Commissioning in xxx2    
787 3 Commissioning in xxx1
788 1 Pre-commissioning communication and change facilitation per area commissioned
789  -- what we are going to do -- what we are doing -- what we have done
790  -- note that "support" includes hot-line support
791 2 Support for one week prior to commissioning
792 3 Support over the 48 hours covering commissioning
793 4 Support for next five business days
794 5 Support for the next 15 business days
795 6 Additional support over first month end
796 7 Support for the next fiscal month
797 8 Support for the next three fiscal months
798 9 Support for the next six fiscal months
799 10 Additional support over first year end
800 11 Additional support for first three months after year end
801 12 Other support
804 Total Commissioning in xxx1    
806 4 Commissioning at xxx3 -- very limited scope
807 1 Pre-commissioning communication and change facilitation per area commissioned
808  -- what we are going to do -- what we are doing -- what we have done
809  -- note that "support" includes hot-line support
810 2 Support for one week prior to commissioning
811 3 Support over the 48 hours covering commissioning
812 4 Support for next five business days
813 5 Support for the next 15 business days
814 6 Additional support over first month end
815 7 Other support
818 Total Commissioning in xxx3    
820 5 Formal declaration of project completion and final handover to Client
821 1 Declaration by implementer Team Leader
822 2 Declaration by implementer Project Manager
823 3 Declaration by implementer Project Director
824 4 Declarations by Client Heads of Departments
825 5 Declaration by Client Project Facilitator
826 6 Declaration by Client Contract Manager
827 7 Declaration by Client Executive Sponsor
828 8 Approval by EXCO
829 9 Board approval
830 10 System is now in full, stable operation
831 11 Formal handover event
832 12 Release of Retention
835 Total declaration of project completion and formal handover
837 Total Operational Commissioning, Ramp-Up and Handover
840 13 Operational support per 12 month period from anniversary of handover
841 1 Ongoing support
842 2 System elaboration
843 3 Upgrades
844 4 Other operational support
846 Total Operational support first year of full operation
849 14 Contingency
850 1 Implementer discretion contingency if required by bidder
851 2 Client discretion contingency only released with Client approval
            Grand Totals    
I the undersigned …………………………………….. (name) hereby certify that this schedule has been rigorously quality controlled and represents the definitive pricing for Professional Services for the Client Business System and ERP Project and confirm that …………………………………… (name of company) will deliver the required solution for the prices shown here on a fixed price per component basis with a tolerance of 10%, that is that the final offer price will not be more than 10% greater than the price above -- for Stage 1 of the bid process

Download 06 System Procurement Bill of Services in Microsoft Excel xlsx format



print
The comment feature is locked by administrator.
There is no comment.


Random Selection of Articles by Dr James Robertson

Cnf Shw Showcase of Conference Presentations

The following presentations  best represent my conference speaking experience and technique each presentation is tailored to the subject matter of the conference, all follow the same broad theme of the importance of strategy, the factors that cause failure and the critical factors for success, most relate to the Business Information Systems / ERP / IT field although some branch out into related topics drawing relevant parallels as a former member of the Professional Speakers Association of Southern Africa and former Toastmaster presentation technique, animation, etc are reasonably well developed and refined -- I specialize in talks that at some level challenge the status quo and raise the bar in the subject under discussion
SNw 051 Strategically Enriching your BIS: Part 3 -- Steps in applying these recommendations

Steps in applying these recommendations with regard to precision configuration in terms of a method of working geared to quickly and efficiently developing high quality data content that captures the essence of the organization and creates a platform to help the organization thrive
SNw 044 Robust Procurement: Part 1 -- Introduction

An overview of a robust business information systems procurement method designed to ensure that a robust and enforceable contract is entered into before a project commences
Cnf 088 Strategic ERP Investment -- ASCO Case Study

Case Study of a very successful ERP Implementation that generated lasting strategic benefit through competitive advantage resulting from  rigorously designed Precision Configuration and associated custom software, joint paper with the CEO and major shareholder of the client, African Sales Company

Subscribe to our StratNews newsletter

Click here to send us an email subscribing to our free newsletter -- all articles posted by James Robertson will be emailed to you

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.

Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.

He has also developed highly effective methods of strategically enriching systems to unlock the full potential of existing investments, see the Precision Configuration page and couples this to architecting small pieces of clever software that harness the full potential of your investment, see the Software page.

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist
James@James-A-Robertson-and-Associates.com

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

In 2003 I undertook an in-depth analysis of all the information and experience that I had gathered with regard to the factors giving rise to Business Information System failure including ERP and general IT and classified this information into a number of categories including "The Factors Causing Failure" and "The Critical Factors for Success" based on this I developed a two day Course "The Critical Factors for Information Technology Investment Success" which is still offered today.

Based on this I wrote the book of the same name, which is available in electronic form here for download:

Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

Email: James@James-A-Robertson-and-Associates.com

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

Mobile: +44 (0) 776-862-2875

Landline: +44 (0) 207-059-0007

Fax: +44 (0) 844 774 4580

Article Categories

Articles by James A Robertson and Associates

There is a large body of white papers, articles and other content produced by Dr James Robertson available on this website

Please click here to visit the detailed listing of articles


Random Selection of Articles by Dr James Robertson

Std 001 Simulation Laboratory Standards

Comprehensively configure and break the configuration until it cannot be broken any more and then comprehensively prepare the system and the business for operational deployment so that an exceptionally high value outcome is achieved with comprehensively mitigated risk
Std 002 Standards for Custom Software Specification

A set of outline standards for the specification of custom software
Cnf 053 Engineering Maintenance Management Methodology With Radical Rethink About Clinical Data Code Design

The current clinical data codes, ICD 10 and CPT 4 are exceptionally weak as information classification, management and analysis tools and massively inhibit the creation of clever clinical and medical software, there is a huge opportunity to redesign these codes and use the resulting intelligent codes to develop very sophisticated health management systems drawing on engineering maintenance management and other techniques in order to provide solutions for areas and countries with a limited number of healthcare practitioners

ArticleTagCloud for Articles Published by James A Robertson and Associates

7 steps to FIX your ERP      80:20 regarding software replacement      aborted projects      abstract      abstractness      accounting      actionable      adjudication      Advantage Data Transformer      advisory      agreement      all possible classifications      all reports      all software elements required      all spreadsheets      all tasks required to execute the project      Alpha Omega      analysis of data      analytics      animation      answers to the questions we have NOT yet thought to ask      Armscor      arrogant ignorance      art of strategic business information system project leadership      ASCO      attendance register      attorney      audit      audit cost reduction      bankrupt organizations      basis for achieving alignment      basis of payment      basis of pricing      better way      bid adjudication      bid adjudication score sheet      bid compliance      bid compliance checklist      bill of materials      bill of services      BIS      BIS failure      BIS success      boots in the mud      BPM      BPM dangerous      BPM distracting      BPM ineffective      brainstorming      break it until it does NOT break anymore      break it until it will NOT break any more      budget      budgeting      business engagement      business executives      business improvement      business information system      business information system failure      business information system success      business information system taxonomies      business information systems      business information systems procurement      business information systems projects      business integration      business intelligence      business intelligence models      business knowledge and experience      business participation      business process      business process mapping      business requirements focused      business requirements specification      business simulation laboratory      business systems      business systems laboratory      business understanding      by the book      care      case studies      case study      CEO      CEO -- project leader communication      CEO as custodian      CEO definite views      certificates      challenges      challenging presentations      change facilitation      change for strategic reasons      chart of accounts      classification schemes      clever software      client changing scope      client compact      clinical codes      coaching      Cobol      COBOL CAN be retained      Cobol still viable      code schemes      coding conventions and standards      cognitive span      collapse      communication      competitive advantage      competitive advantage through precision configuration      competitiveness      compiler      complexity      compliance      compliance checklist      comprehensive testing      Compuware      conference speaking      conferences      confidentiality      configuration      consultant NOT delivering what required      contract      contract certificates      contract law      contracting      contractors      corporate planning      cost      cost-quality-time      CPT 4      CPT4      critical factors      critical factors for IT investment success      critical factors for success      critical factors for technology success      critical human foundation      critical issues      critical issues analysis      critical requirements      CRM Risk Control      cubic business model      custom development      custom software      customer focused      data      data content      data engineering      data entities      data warehouse      DB2      definitions      design against failure      design and development      design for success      determination of strategic essence      determining strategy      diagnostic code      diamonds in the dust      differentiated      differentiation      diffusion of innovations      discovery      dislike of failure      dispute resolution      do NOT change systems because of alleged software redundancy      do things competitors could NOT do      document pack      Dr James A Robertson      Dr James A Robertson PrEng      dramatic benefits      dramatically improved strategic management information      driver of success      Dunning-Kruger effect      ease of use      economic collapse      economics      effective communication      effectiveness      efficiencies      efficiency      efficient filing of emails      eliminate light bidders      email      engineer against failure      engineered data      engineering      engineering approach      engineering approach to strategy      engineering failure      engineering laboratory      engineering services      engineering solution design      engineering techniques      enhance differentiators      enhance the differentiators      enhancing the value of your present investment      ensuring project success      enterprise resource planning      ERP      ERP configuration      ERP failure      ERP procurement      ERP success      ERP taxonomies      ERP value      essence IS different      essence of business      essence of the business and how it thrives      ethics      examples      exceptionally bad code design      executive briefing      executive briefings      executive custody      executive decision support      executive engagement      executive forum      executive frustration      expose hidden agendas      facilitation      factors causing failure      factors causing IT investment failure      factors causing technology failure      factors to manage for success      failure      failure to address soft issues      fashion      file table of contents      Financial Information System      financial information systems      financial management      fixing your ERP      focus for projects      folder design      foundation for delivery      full training      functional entities      future      Gantt Chart      gap analysis      general ledger      George Paton      go-live      go-live certificate      governance      governance = care      governance failure      group consolidation      Group Consolidation Chart of Accounts      growth      gut feel factors      hand holding      harshest judge of governance      hate failure      head count reduction      health management software      hierarchies      high level requirements      high road      high value      high value implementations      high value solutions      high value systems implementation      highly effective chart of accounts      holistic view of solution      how do you achieve executive custody      how the organization differentiates itself      how to      how to do it      huge opportunity      human foundation      hype      Hyperion      IBIS      ICD 10      ICD10      importance of executive custody      improved management information      in-box rules      incremental enhancement of existing systems      ineffectiveness      inefficiency      information required from third party suppliers      information technology      information technology failure      Information Technology Strategy      information technology success      Informix      in-house courses      innovative software solutions      innovator      inside head of CEO      insightful      instructions      intangible      integrated business information system      integrated view of business      integrity      intelligent data      interactive training material      interview      invitation to bid      isolated CEO = explosion      IT      IT and strategy      IT Audit      IT failure      IT governance      IT lies      IT management      IT mythology      IT non-performance      IT people who lie      IT personnel socialization      IT procurement      IT projects that fail      IT strategy      IT systems      IT systems procurement      IT the harshest judge of governance      James Robertson      Jof Nelson      key performance indicators      Kirsten Speer      knowledge management      laboratory      lack of an engineering approach      lack of precision configuration      lack of strategic alignment      lawyer      leadership      legal agreement      legislation      lies      list of required software      listen carefully      litigation      logical entities      loss information      low road      loyalty      MacDonald      maintain code schemes      maintenance      maintenance management      Malcolm McDonald      management      management information      managing contractors      manual      marketing hype      master data      master data classifications      master test data      mature facilitation      mature facilitator      measurable      measures of alignment      mentoring      Microsoft Outlook      misrepresentation      missing link      mistique      morals      Munich      mystique      mythology      new future state      New South Africa      no drill down      non-disclosure      NOT classic project management      obsolete is a fashion statement      obsolete software      old software IS viable      once software works it always works      on-line seminars      opportunities      opportunity to turn the economy around      organizing Microsoft Outlook      orientation of IT staff      own business experience      passion to enable clients to thrive      people are part of the system      personality matrix      planning      platform for a tough contract      precisio      precision      precision configuration      precision configuration advisory      precision configuration leadership      precision data      precision taxonomies      Predictive Index      preparatory steps      prescribed table of contents      presentation technique      presentations      preventing failure      preventing falure      preventing project failure      pricing      principles      problem statement      procedure code      process      processor ignorant of language      procurement      procurement timeline      professional speaker      Professional Speakers Association of Southern Africa      profitability      programming languages are for the programmer      project facilitation      project leader      project leader -- CEO communication      project leadership      project management      project management IT project management      projects      prove it works      PSASA      psychology      psychometrics      public conferences      public presentations      public speaking      Pulse Measurement      quality      REAL issues in Business Information Systems      REAL value      recognizing failure      redaction      reduced audit costs      reduced head count      reference documents      Reg Barry      regulatory body      relationship Almighty      relationship orientated      remediation of existing systems      Rennies Group      reports      reports not reliable      request for proposal      requirements specification      results orientated      RFP      rigorous process      rigorous strategic planning      risk management      Robert Priebatsch      robust business information systems procurement      robust business systems procurement      robust contracts      robust procurement      robust solutions      SAICE      SAP ABAP is similar to COBOL      scheduling procurement      scientific professional      score sheet      screen design      seminars      SEPT      service orientated      Service Orientated Architecture      simple techniques to enhance business information systems value      simulation      sloppy configuration      SOA      socialization      software      software assets      software design      software does NOT wear out      software is instructions for the bricklayer      software schedule      software specification      software specification standards      solution experience      solution knowledge      South Africa      South African Institution of Civil Engineering      speaking      Spirit Led      standards      strategic      strategic advisory      strategic alignment      strategic analysis      strategic analysis and design      strategic business improvement      strategic custom development      strategic definition      strategic discovery      strategic driver      strategic engineered precision configuration      strategic engineered precision taxonomies      strategic essence      strategic financial information      strategic gap analysis      strategic governance      strategic information      strategic management      strategic management information      strategic plan      strategic planning      strategic project leader      strategic snapshots      strategic software      strategic solution architect advisory      strategic solution architect leadership      strategic solution architecture      strategically designed chart of accounts      strategy      strategy defined      strategy focused planning      Strategy Snapshot Toolset      StratGap      StratSnap      strengthen differentiators      structured analysis      structured chart of accounts      substantial management information      succeed by engineering against failure      success      successful deployment      survive      system knowledge and experience      table of contents      tailored presentations      take notes      taxonomies      taxonomy      taxonomy software      technology      technology failure      technology issues      technology management      tender document pack      tender pack      tender pack table of contents      test data      testing      The Critical Factors for Information Technology Investment Success      the Critical Factors for Success      the essence of the business      the essence of the business and how it thrives      the essence of the organization and how it thrives      the factors causing failure      the first hour      The REAL Issues in Business Information System success      third party suppliers      third world countries      thrive      time      tipping point      tough certificates      tough contract management      tough contracts      tough procurement      tough terms      training      training material      treatment code      understanding of data      understanding the engineering approach      Uniface      unlocking value      use different languages for new components      V3 Consulting Engineers      validation data      value      versus process      video      webinars      weighted factors      what is executive custody      what is strategy      what is the essence of this organization and how does it thrive      what to do      where is IT going      why executive custody is required      why the organization exists and how it thrives      why your business information system is NOT delivering and HOW to FIX it      why your ERP is NOT delivering and how to fix it      workflow      writer     

Search Articles

Search

Table of Contents

Home

About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited