Professional Documents
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Job Achievement Report
Job Achievement Report
2. VoIP system
implementation
(free calls
between
Eversendai
offices)
3. Large file
sharing system
Actions taken
1. Executed system testing and
feedback to vendor.
2. Identified and rectified
system bugs and issues.
3. User guide prepared and
circulated to all users.
4. User trainings conducted.
5. Extended the system to
users at other countries
Current status
Helpdesk system was live from
May 2015.
Further reports customization
from vendor is in progress.
6. GoogleSite
implementation
Actions taken
1. For both problems, we
identified a functionality
within our email server
system, Zimbra.
2. We tested the system and
prepared user guide and
circulated to all users.
3. Conducted regular trainings
to users on the system
including briefings on the
benefits of the system.
Current status
Users starts utilizing this facility
however their utilization rate is
still not encouraging.
1. Subscribed to a GoToMeeting
account via Dubai LLC
2. Proposed to all Eversendai
offices to invest in Audio &
Video facilities if they require
this facility.
Actions taken
1. Reviewed past proposals to
rectify the problem from our
existing vendor, which was
rejected by management
because of too expensive
(around RM160k)
2. Negotiated regularly with our
existing vendor, however the
discount given was not
encouraging.
3. Looked into alternative
solutions with other
products, vendors and with
involvement from Middle
East team.
4. Implemented manual backup
plan. This reduces the
criticality of the risk. Hence,
allows more time to further
investigate into appropriate
solution.
Current status
Finalized a vendor who has the
expertise to fix current problem
at RM18k only.
Meanwhile, the team (EV group)
is continuing the lookout for a
more economic and better
solution including virtualization
and cloud backup and DR.
9. GST
Implementation
10.White Card
Implementation
Actions taken
1. Reviewed past proposals to
rectify the problem from our
existing vendor, which was
rejected by management
because of too expensive
(almost RM60k)
2. Negotiated with the vendor,
however the discount given
was not encouraging.
3. Looked into alternative
solutions with other
products, vendors and with
involvement from Middle
East team.
Coordinated with various parties
includes ERP team, vendor
Titan4, key users. Introduced
key business users to GST
experts including visits to their
offices. Continued to follow up
regularly with all key
stakeholders and kept them
updated on their roles and
responsibilities. Ensured the key
business user plays his role as
that was the key success factor.
Highlighted to the vendor on the
project risks. Continued to follow
up regularly with all key
stakeholders and kept them
updated on their roles and
responsibilities. Ensured the key
business user plays his role as
that was the key success factor.
Current status
Finalized with focus on attending
to the critical issue only at
RM6.5k
Actions taken
1 Pushed Sunway as much as
possible to deliver as per
their original cost and scope
of work which includes
regular complaints lodged to
various parties including
Sunway top management and
Oracle Malaysia.
2 Supported due diligence
study from Indian vendors.
3 Evaluated the original
agreement with Sunway to
avoid any contradiction with
any new engagements with
another JDE partner with
assistance from legal
department.
4 Looked into possibilities of
ensuring Sunway do not walk
away from their original
responsibilities when ECPL
engage another vendor.
5 Evaluated and negotiated
repeated proposals from
Sunway.
6 Evaluated possibilities of
tripartite agreements
between ECPL, Sunway and
new vendor.
7 Evaluated and negotiated
proposals from all other 3
potential Indian JDE partners
Current status
Finalized an Indian local vendor
for ECPL tax localization,
remodeling and enhancement.
We have to manage the
potential risk of:1. multi-vendor conflicts
2. Indian unique requirement
3. poor support from Sunway
13.JDE-Matrix
Integration
New implementation.
Challenges:The objective of implementing an ERP
system is to have a centralized system for all
departments and companies within the
group. That is to unify all island systems and
eliminate the need for integration. Hence,
implementing another system and trying to
integrate it with ERP system defeats the
objective of ERP implementation.
Actions taken
1. Negotiated with Oracle and
Sunway for a better price
option for users to access RO
function only.
2. Evaluated the pros and cons
of subsystem development
3. Negotiated with internal
development team to
develop the Sub-System with
direct connection to JDE
database, which will
eliminate the need for heavy
integration.
4. Advised a key business user
to take the lead and drive
this project
5. Briefed the key business user
on their role to take lead and
drive this project.
6. Advised the development
team
1. Study of Matrix done.
2. Meetings with Matrix vendor
3. Agreed by all parties on
basic integration because
ideal
integration
is not
possible
Current status
1. User requirement finalization
with the lead from a key
business user.
Actions taken
1. Evaluated Matrix
2. Meetings with Matrix vendor,
Matrix users.
3. Evaluated
manufacturing
requirements.
Current status
Matrix implementation for other
subsidiaries is not possible
because
1. Ideal Matrix-JDE integration
is not possible by internal
team. Outsourcing would
consume time and heavy
cost.
Normally
the
integration cost is not one
time effort.
2. Matrix has not been fully
implemented and not tested
proven at Offshore. Even if
tested
proven,
manufacturing
processes
Offshore and other entities
are different.
3. JDE
MFG
implementation
cannot effort to wait for the
above
uncertainties.
Currently,
the
ERP
has
already started working with
Sunway to proceed with MFG
module implementation
1. Negotiation with alternative
vendor for implementation
2. Project is few weeks behind
schedule because of
Sunways last minute fumble.
17.HRnet
implementation
18.Insight software
for JDE
dashboard and
JDE report
generation
New initiative
Actions taken
1. Visited Sharjah factory to
understand the high level
user requirement.
2. Looked into alternatives
because Sunway is do not
want to proceed without
payment for ECPL
implementation.
1. Evaluated and proposed
various options of hardware
requirement
2. Finalized and proposed cloud
based infrastructure
3. Notified the GDHC on the
importance of a key business
user to drive the project and
obtained the names of
respective personals to drive
the project.
1. Witnessed product demo
2. Reviewed proposal
Current status
1. Negotiation with alternative
vendor for implementation
Evaluation in progress
Actions taken
1. Identified key business users
and meeting sessions to
educate them on the rational
and benefits of the key
business users to drive any
ERP related projects
2. Presented in Group
Management Meeting on the
importance of key business
user roles
Current status
Project progress status with the
lead of a key business user:1. GST good (Siva)
2. White Card good (Siva)
3. FA good (Siva)
4. Sub-System good (Suresh)
5. ECPL slow
6. MFG slow
7. HRnet slow
8. Matrix slow
Key business users has started
playing this role. However, often
IT department is still on the
focus for status updates.
1. Presented in Group
Management Meeting on the
importance of group
representative in ERP
requirement analysis and
appointed the respective
parties.
2. Defined and presented the
process flow of ERP related
user requirement that
requires the group
representative.