Rightshore!

Successfully Industrialize SAP® Projects Offshore

By: Anja Hendel (Editor), Wolfgang Messner (Editor), Frank Thun (Editor)

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Hardcover | 11 February 2008

At a Glance

Hardcover
312 Pages

Dimensions(cm)
23.5 x 15.88 x 2.54

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At a time when business demands urge companies to innovate and CIOs face increasing cost pressures, offshore delivery offers the opportunity to industrialize the implementation processes for system harmonization, consolidation, and enhancement, thereby realizing substantial cost savings and quality improvements. Rightshore^(R) - a registered trademark of Capgemini - is about organizing the distributed delivery process that embraces on-site, nearshore and offshore services.

This book describes successful global delivery models utilizing industrialized methods to deliver SAP^(R) projects from India. While the first part is devoted to management concepts, service offerings and the peculiarities of working together with India, the second part features eight case studies from different industries and from around the world describing how India delivery centers have been successfully deployed in SAP^(R) development projects.

Industry Reviews

From the reviews: "It was written with business and information technology (IT) managers in mind ! . The focus of this book is offshoring operations in India. ! The book has many tables, diagrams, and graphs, as well as maps and flags. ! he or she will learn much about the differences between onshore, near-shore, and offshore operations and their applications to specific industries in the world." (Cecilia G. Manrique, ACM Computing Reviews, October, 2008)

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You Can Find This Book In

Non-Fiction Computing & I.T.Business Applications Enterprise Software Computer Networking & Communications Business & Management Management & Management Techniques Project Management Computer Programming & Software Development Software Engineering Business Strategy Computer Science

Human-Computer Interaction Information Architecture

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Paperback

Published: 24th September 2014

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Aspects of Offshoring to India
The Rightshore Model	p. 3
The market for offshore IT services	p. 3
Demand for offshore IT services in Europe	p. 4
Comparison of the demand for Offshore IT services in North America and Europe	p. 6
The supply of offshore IT services	p. 7
Rightshore approach	p. 8
Choosing the right location	p. 8
Client example: when offshore is not the answer	p. 11
Client example: a perfect model and 47% cost reduction	p. 12
Enabling Rightshore: distributed delivery framework	p. 12
References	p. 14
Offshoring in India: Opportunities and Risks	p. 15
India's roots of success	p. 15
Human capital	p. 15
Industry	p. 16
Synergies between knowledge-based sectors	p. 17
Major outsourcing locations in India	p. 18
Country risk assessment India	p. 19
Risk for business continuity	p. 20
Sovereign risk	p. 24
Dealing with data theft	p. 25
Currency risk	p. 26
India's delimiting factors	p. 27
Infrastructure	p. 27
Criminalization of politics	p. 27
Overheating	p. 28
References	p. 29
Economic and Business Effects of IT Offshoring	p. 31
Putting the effects of offshoring into perspective	p. 31
The business case for the industry	p. 32
The provider perspective	p. 35
The effect on Western labor markets	p. 36
The effect on Western economies	p. 39
Foreign direct investment in India	p. 42
References	p. 43
Industrialization of Application Implementations	p. 45
Package implementation services	p. 45
Status quo: best practice is king	p. 46
Capability maturity model	p. 47
Quo vadis package implementation industry?	p. 49
The services revolution	p. 51
Industrialized package implementation	p. 52
Targets of industrialization	p. 52
Elements of the industrial package implementation value chain	p. 53
Example of an industrial process for one stream	p. 55
The new project discipline: process management	p. 57
Enablers of industrialization	p. 57
Impact on the organization of companies	p. 61
References	p. 62
Offshore ERP Services	p. 63
Offshoring an ERP Service to India	p. 63
Which services can be delivered offshore?	p. 63
To which extend should offshore be involved?	p. 67
Which project size is required?	p. 68
In which project phases should offshore be utilized?	p. 70
Why utilize service offerings from Offshore?	p. 71
Which elements need to be implemented for Offshoring of Services?	p. 72
Team structure	p. 72
Procedures and standards	p. 73
Offshore factory organization	p. 73
Key performance indicators, reporting and risks	p. 75
References	p. 77
Transforming the Front-office	p. 79
Introduction	p. 79
The role of the front-office in ERP implementations	p. 80
Delivery models	p. 81
Introducing the Distributed Delivery Coordinator	p. 84
Assessment of capabilities required	p. 85
Technological capabilities	p. 86
Organizational capabilities	p. 89
Human resource capabilities	p. 95
Obsolete skills	p. 96
Creating the transformation roadmap towards distributed delivery	p. 98
References	p. 100
Intercultural Aspects of Project Management in India	p. 101
Significance and implication of culture	p. 101
The worldview of Hinduism	p. 102
Cultural dimensions	p. 102
Handling the inequality of power	p. 103
Collectivism vs. individualism	p. 105
Assertiveness vs. modesty	p. 106
Avoiding uncertainty	p. 107
Long-term vs. short-term orientation	p. 110
Intercultural communication	p. 112
High-low context communication continuum	p. 112
Different use of English	p. 112
The Indian wiggle	p. 116
Overcoming the differences	p. 116
Learning intercultural communication	p. 116
Language	p. 117
Distance	p. 117
References	p. 119
Managing from a Distance: Virtual Delegation to India	p. 121
Virtual delegation in the context of IT offshoring to India	p. 121
Methodology	p. 123
Use of virtual delegates in India	p. 124
Intercultural management issues of virtual delegation to India	p. 125
Communication	p. 126
Different understanding of time	p. 131
Trust	p. 134
Leadership from a distance	p. 135
Training for virtual delegates in India	p. 137
References	p. 141
How to Start a Rightshore Project	p. 145
Introduction	p. 145
How offshore outsourcing projects differ from other projects	p. 146
Time difference	p. 147
Geographical distribution	p. 148
Cultural differences	p. 149
Communication and collaboration	p. 150
Key issues in getting started	p. 151
Experience reuse	p. 152
Include the BO in the scoping of the project	p. 152
Identify expectations	p. 152
Appraisals and evaluations	p. 154
Roles and responsibilities	p. 154
Communication plan	p. 156
Kick-off	p. 157
Infrastructure	p. 158
Expectation management	p. 159
Knowledge transfer	p. 160
References	p. 163
Case Studies for Rightshore
Case Study: A New Sales Planning Platform for the Automotive Supplier Industry	p. 167
Client situation	p. 167
Client description	p. 167
Market challenges and drivers	p. 168
New global sales planning and reporting solution	p. 168
Project objectives	p. 169
Business objectives	p. 169
IT/technology objectives	p. 169
Budget, timeline and other dependencies	p. 170
Client expectations - OTACE	p. 170
Project approach and methodology	p. 171
General considerations	p. 171
Methodology	p. 171
Project phases	p. 171
Project organization	p. 172
Roles and responsibilities	p. 173
Major activities, templates and tools	p. 173
Distributed delivery as key to success	p. 174
How we leveraged distributed delivery	p. 174
Why we did it this way, and why we succeeded	p. 174
Benefits and lessons learned	p. 175
Critical success factors and potential project risks	p. 175
Benefits for the client and the project	p. 176
Case Study: Remote Customizing	p. 179
Business insights	p. 179
Engagement overview	p. 180
Organizational project structure	p. 180
Challenges and resolutions	p. 181
Lessons learned	p. 183
Case Study: Testing for the Utilities Sector	p. 187
Why Rightshore for the testing solution	p. 187
Implementation and challenges	p. 189
Distributed testing organization	p. 190
Sharing responsibilities	p. 192
The testing process	p. 194
Communication between distributed teams	p. 195
Tools to improve productivity	p. 197
Lessons learned	p. 199
Critical success factors and best practices	p. 200
Case Study: Preparation of Training Materials for Manufacturing Industries	p. 203
Importance of end user training	p. 203
Training organization	p. 205
Training factory	p. 205
Training stream	p. 207
Roles & responsibilities	p. 207
Scope & magnitude of work	p. 207
Deliverables	p. 210
Production methodology	p. 211
Process enablers	p. 215
Issue log	p. 215
TWINs management	p. 215
Weekly meetings	p. 215
Training Material Production (TMP) - status tracker and reporting	p. 216
Communications management	p. 216
Contact list	p. 216
Voice over IP (VOIP)	p. 217
Instant messaging software	p. 217
Tools & templates	p. 217
Key challenges	p. 218
Lessons learned	p. 218
What has been produced - figures	p. 219
References	p. 221
Case Study: Software Development for a Global Manufacturing Company	p. 223
ERP Implementation	p. 223
The Program - A EUR 1.6bn Challenge	p. 223
Scope of Offshore in the Project	p. 224
Offshoring of Development Activities	p. 225
Setting up a Development Organization	p. 225
Development Organization	p. 225
Roles and Responsibilities	p. 226
Development Manual	p. 228
Development process	p. 228
Operating Instructions	p. 230
Getting in Touch	p. 231
Tools, Templates and Standards	p. 232
Effort Estimation	p. 232
Resource Planning	p. 232
Planning and Time Tracking	p. 233
Standards and Quality	p. 233
Status Tracking and Reporting	p. 234
Documentation	p. 234
Lessons Learned	p. 235
References	p. 238
Case Study: Data Migration for a Global Semiconductors Manufacturer	p. 239
Objectives	p. 239
The Program Approach	p. 239
Distributed Delivery within this Program	p. 240
Data Migration	p. 240
Why Use Offshore for Data Migration Activities?	p. 241
Data Migration Strategy	p. 241
Data Migration Scope	p. 242
Data Dependencies	p. 242
Data Migration Planning and Milestones	p. 243
Data Migration Delivery Model	p. 245
Data Team Organization	p. 246
Data Team Roles	p. 247
Project Delivery with Offshore Resources	p. 247
References	p. 249
Case Study: Distributed Delivery of an SAP Solution at a US Life Science Company	p. 251
ERP implementation	p. 251
Meeting the challenges of a global company	p. 251
The project	p. 252
Offshoring considerations	p. 253
Innovative approach to business alignment	p. 254
Building a distributed project organization	p. 255
Project organization	p. 255
Roles and responsibilities	p. 256
Project and configuration processes	p. 258
Getting started	p. 258
SAP configuration with a distributed team	p. 259
Effective communication	p. 261
Distributed Delivery Framework and standards	p. 262
Lessons learned	p. 262
Case Study: Management Learnings for Distributed Delivery from a Major Engagement in the CPR Industry	p. 265
The engagement	p. 265
Offshore operating model	p. 267
Scope of work undertaken	p. 270
Key challenges and learnings from the engagement	p. 270
Authors	p. 285
Index	p. 289
Table of Contents provided by Ingram. All Rights Reserved.

Rightshore!

Successfully Industrialize SAP® Projects Offshore

At a Glance

Hardcover

Industry Reviews

Shipping

How to return your order

Defective items

You Can Find This Book In

Other Editions and Formats

Paperback

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