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7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 1 of 26
1) Employee Engagement
GOAL: Inspire employees to make and sustain the transition.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
1a) A clear, written vision for ECPS
clarifies the need for ECPS , expresses a sense of urgency, and shapes a vision for the future state
1b) The ECPS vision has been
communicated to the entire organization
1c) Performance metrics for the ECPS transition are identified
1d) ECPS performance metrics are
established and systems/methods are in place to capture that information
1e) An Organizational Change
Management Plan describes the
activities needed for employees to successfully accept and adopt new ways of doing business
1f) A Communications Plan sets the
standards for the frequency and method of stakeholder communications
1g) An ECPS Project Plan identifies the
activities and timeline needed to ensure the ECPS transition, Organizational Change
Management Plan, and Communications Plan are executed as planned
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 2 of 26
1h) The necessary resources are
authorized and committed to the ECPS transition
1i) Senior management’s sponsorship
and demonstrated commitment encourages employees to make the ECPS transition successful
1j) The leadership team is held
accountable for ECPS transition results
1k) Employees trust that leaders make
effective decisions and are accountable for their actions, and have the employees’ best interests in mind
1l) Employees receive regular
communication on ECPS progress and goals
1m) ECPS is considered a core
competency in professional development plans
1n) Employees believe that what they
are working on is important and meaningful
1o) Employees believe that they are
given an appropriate amount of responsibility, are growing their functional and leadership skills, and
have a work/life balance that is appropriate for them
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 3 of 26
1p) Extraordinary employee
contributions to ECPS are rewarded, recognized and celebrated
1q) Employees are encouraged to take
risk and mistakes are viewed as learning opportunities
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 4 of 26
2) Sales and Services Alignment
GOAL: Align customer expectations with service delivery capabilities and expectations.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
2a) Standards are defined for contract
deliverables, delivery and acceptance criteria and post-delivery support and maintenance
2b) Sales and services teams are aware
of the distinction between custom, standard, and packaged (“productized”) services
2c) There is agreement between sales
and professional service on target customers and proposed solutions
2d) Regular and accurate visibility into
the services opportunity pipeline allows professional services to
accurately scope projects and plan future resourcing of projects
2e) The resource demand from sales
forecasts is planned and controlled
against service delivery resource capacity
2f) What-if sales forecast modeling
provides the ability to generate scenarios to determine the potential impact on service delivery resources
2g) Generic resource roles and labor
rates are used as placeholder values for capacity and profitability planning
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 5 of 26
2h) All service offerings are associated
with a product SKUs with standard terms and pricing, and are under version control
2i) Standard pricing and contract terms are defined
2j) Consistent estimating and risk
evaluation criteria provide input into bid/no bid decisions
2k) Current profiles/resumes of
professional services personnel are kept on hand, leveraging a knowledge base of past customer successes, and collaborating on and
sharing best practices all help ensure winning proposals
2l) A centralized proposal factory
applies standard methods, tools, contents and roles to develop efficient, timely, and high quality proposals where winning is the norm
2m) Proposal/ SOW creation follows a
clear and consistent process with a
named owner responsible for drafting and carrying through to customer signoff and transition to professional services
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 6 of 26
2n) Each closed-won opportunity with
professional services includes a client approved proposal/SOW that
includes information for project costs, scope and deliverables, change management, roles and
responsibilities (internal and external), expiration date, deadline (for the span of time in which the work can be delivered), reference
to the cost estimate/price quotation, and attachments for scoping information and/or risks/assumptions
2o) Cost estimating standards and
practices for professional services (authority levels, types and formats
of estimates, methods/approaches to estimating, etc.) are clearly defined
2p) A standard cost estimating tool
(under version control ) includes required input fields used to properly scope and price professional services
2q) A designated opportunity owner is
responsible for using the cost estimating tool and versioning each cost estimate
2r) Any unique requirement not
included in the standard cost estimating tool are estimated
separately by appropriate subject matter experts
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 7 of 26
2s) Final, customer approved cost
estimates/price quotations are signed off on by the customer and
referenced in a corresponding proposal/SOW
2t) A contingency amount is added to
each cost estimate/price quotation based on the potential risks associated with the opportunity (i.e. risk markup)
2u) Each proposal/SOW involving non-
standard services is l inked to a corresponding cost estimate/price quotation
2v) Professional services subject matter
experts are engaged during the sales cycle for scoping, positioning,
cost estimating, and recognition of solution deployment methodology and standards
2w) Finance and legal review occurs for all closed-won opportunities
2x) A formal approval process is
established for changes to standard terms and pricing
2y) A pre-qualifying process is
established for opportunity go/no-go determination (win likelihood,
profit margin, risk, etc.) and criteria for deal desk
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 8 of 26
2z) Client approved cost estimates/
price quotes and proposals/SOWs are identified and uploaded to a standard fi le directory
2aa) A transition handoff from sales to
services occurs for all closed-won
opportunities that include professional services
2bb) Sales executives and account
managers are required to attend a
boot camp that includes information related to professional services offerings, bil l ing type expectations, Deal Desk for non-
standard opportunities, professional services engagement (during sales cycle) and transition of
closed-won opportunity to professional services
2cc) Monetary incentive, rewards
and/or recognition encourage
service team members to up-sell and cross-sell products and services
2dd) Shared revenue and profit goals
promotes collaboration and cooperation between sales and service delivery teams
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 9 of 26
3) Consulting Practice Framework
GOAL: Enable a vibrant community of consulting professionals.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
3a) Structured, event driven solution
deployment/implementation methodology and processes are clearly defined and communicated
3b) Project type classifications are the
foundation for a flexible service delivery framework based on a
project’s risk (probability and impact) and complexity
3c) A priority modelling tool is used to manage backlogs of service requests/projects
3d) Standard processes exist for project
managers to request human
resources by role, skil l set and other attributes
3e) Resource managers are able to
source resource requests by
replacing generic resource requests with named resources based on current/future availability and requested attributes
3f) Resource managers are able to
easily balance supply and demand by redeploying and replacing resources
3g) Relationships with preferred
contractors/vendors are established for supplementing human resource
capacity shortages, core
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 10 of 26
competency deficiencies, and contingency staffing
3h) A balanced workforce consisting of
contingent (contract) and permanent employee talent
contributes to cost efficiency and production goals
3i) Consulting practice managers perform regular project reviews and
serve as the first point of contact for customer escalations in their l ine of business
3j) A RACI (Responsible, Accountable,
Contributor, Informed) matrix is established for each project type/classification
3k) Standard deliverable sets (by
project type/classification) identify project-specific deliverables
3l) Expectations for submitting,
reviewing and approving timecards and expense reports are established and clearly communicated
3m) An approval process is identified for
non-billable “credited” customer work (goodwill, get well, etc.)
3n) A published operations calendar
provides cutoff dates related to submission, review and approval of timecards, expense reports and bill ing events
3o) Service delivery practitioners are
held accountable for the timeliness
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 11 of 26
and accuracy timecards and expense reports
3p) Practice managers are held
accountable for enforcing practice methodology and processes within their l ine of business
3q) Communities of practice (CoPs) are
established and responsible for acquiring and transferring
knowledge related to line of business
6a) Professional services personnel are
required to attend a boot camp that includes information related to service delivery methodologies, frameworks/standards, tools and processes
3r) A skills inventory/matrix is used to
track skil ls and proficiencies of professional service personnel and preferred contractors/vendors
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 12 of 26
4) Project Management Controls
GOAL: Elevate project management to a core competence.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
4a) Project type classifications are the
foundation for a project management framework and
controls based on a project’s risk (probability and impact) and complexity
4b) A single project management
methodology is established used consistently across all professional services projects
4c) All projects associated with
professional services can be centrally viewed and managed for revenue, costs, profitability and performance
4d) Project managers and business
executives are accountable for project and business success through the use of consistent project performance measures and metrics
4e) The role of the project manager is clearly defined and communicated
4f) Qualified project managers are
assigned to every professional services project
4g) Project manager assignments are
commensurate with the size and complexity of projects (i.e. junior/“mini” project manager assigned to smaller/less complex
projects and senior project managers
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 13 of 26
assigned to larger/more complex projects)
4h) Project managers are held
accountable for the application of project management methodology and processes
4i) Complete work breakdown structure
templates with documented guidelines, tools and techniques, and
updates are developed and under version control
4j) Standards, policies or procedures for
project baselining, re-planning and re-baselining are defined and util ized
4k) Standard operating procedures for
the management and control of
project resources and task assignments are consistently implemented
4l) Standard operating procedures for
the management and control of project scope changes are consistently implemented
4m) Standard operating procedures for
the management and control of project risks are consistently implemented
4n) Standard operating procedures for
the management and control of project deliverables are consistently implemented
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 14 of 26
4o) Procedures for capturing lessons
learned are consistently implemented
4p) Projects are monitored for
compliance with project management standards, policies,
procedures, and templates via regular random project audits
4q) Criteria is established for identifying
at-risk/troubled projects on a regular
basis and developing appropriate rescue plans
4r) A standard fi le directory structure and formal methods exist to collect,
store and share project-related documentation/artifacts (status reports, risks and issues logs, deliverables, decisions, etc.)
4s) A centralized document repository
provides a single location of record for approved standards, processes
and templates, where everyone from employees, contractors and vendors can access and stay up to date
4t) The ongoing stewardship and
nurturing of project managers contributes to a committed, vibrant project management community
4u) A project management professional career path program is deployed
4v) Project managers ae required to attend a boot camp focused on
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 15 of 26
project management methodology and processes
4w) An internal project management
certification program ensures the knowledge competency of project managers
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 16 of 26
5) Project Performance
GOAL: Activate best practice project management tools, methods and techniques Doing now Improvements to be made Person responsible Completion date Rating (1-5)
5a) Project performance metrics for
Earned Value, Schedule Performance Index, and Cost Performance Index are measured and reported
5b) Project costs are estimated for all
resources that will be charged to a specific project
5c) Actual project performance for
budget and schedule are tracked against baseline information
5d) Procedures for administrative project
setup (work breakdown, deliverable, delivery milestones, bil l rates, bil l ing events, etc.) and bill ing event setup are established and enforced
5e) A project charter that contains
appropriate project information is developed and approved for every
project, setting and defining goals, objectives and scope
5f) Project sponsors have a clear vision
of the project outcomes, play an active role in the life cycle of the project, and assume ultimate accountability for project outcomes
5g) The overall goal of the project is
clearly specified and recognized by all stakeholders
5h) Project planning and review is thorough and includes:
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 17 of 26
‒ A common understanding of goals and outcomes
‒ Commitment to project success from all stakeholders
‒ Regular and careful progress monitoring
‒ Realistic expectations for customer responsibilities and time schedules
‒ Active risk assessment
5i) A project management plan that
contains appropriate project information is developed and approved for every project
5j) A formal work authorization process
sanctions project work to begin and ensures that work is done at the right time and in the proper sequence, and that the critical path is understood
5k) A project relationship map matches
customer and project delivery team contacts for the purpose of
establishing peer-to-peer relationships with clear l ines of communication
5l) Project delivery team members are
fully competent and engage in positive behaviors that promote success
5m) Project delivery team members are
held accountable for applying standard operating procedures related to project management
(scope change management, risk
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 18 of 26
management, deliverables
management, and document management, etc.) and service delivery (timecards, expense reports, etc.)
5n) Deliverable approval occurs through incremental customer acceptance
5o) End users/operators are engaged in the design of the project
5p) Project team behavior is aligned with
schedule and profitability goals: out-of-scope requests are deferred for follow-up
5q) A project quality management plan
describes how the team will implement its quality policy and
includes responsibilities, procedures, processes and resources necessary to implement quality management activities
5r) Project quality assurance activities are
implemented to ensure that the project will satisfy quality standards
identified in the quality management plan
5s) Knowledge transfer and support
planning is sufficient for system users
to effectively and efficiently operate and maintain what the project has produced
5t) Weekly status reports are provided to
the customer/business sponsor and customer project manager
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 19 of 26
5u) Regularly scheduled status meetings
and communication with service delivery team members keeps all
members aware of status, risks/issues, and change requests
5v) Lessons learned are captured during
the course of the project and shared with professional services managers
5w) Rescue plans are implemented for projects identified as at-risk
5x) Project closeout activities focus on
contract requirements, support handoff, and follow-up on deferred scope
5y) A transition handoff from professional
services to support occurs prior to project closeout
5z) Configuration baselines are identified
and controlled during the course of projects
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 20 of 26
6) Value Proposition
GOAL: Leverage consulting expertise and intellectual capital as a source of client value.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
6a) A customer centric culture is a
platform for organizational change from “how does this benefit us?” to
“how does this benefit our customer”
6b) Consulting practice managers serve
as subject matter experts,
collaborating with product development and solution architects to develop value added products/services beyond bare
products to create customer dependency/“stickiness”
6c) Compelling value proposition
statements for each market segment are intended to “shock awake” potential buyers by communicating how the services
and products provided uniquely qualify the organization to deliver that value
6d) Product catalogs have been
converted into value proposition catalogs organized by customer challenge
6e) Value propositions are integrated
into sales, service delivery, and support processes through process definition and updates, awareness
and training activities, organizational change management
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 21 of 26
initiatives, and behavior reinforcement
6f) Position descriptions reflect the
necessary skil ls and performance expectations for implementing
value proposition and productized service packages
6g) Launch planning activities and commercial releases are used to
introduce new productized service packages
6h) Marketing collateral (brochures,
white papers and/or case studies) and pre-packaged materials (templates, project plans, work products and deliverables, and
staffing models) are included with each productized service package
6i) Professional services sales and marketing generates awareness and closes opportunities
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 22 of 26
7) Systems Integration
Goal: Establish a 360 degree view of the quote to cash life cycle.
Doing now Improvements to be made Person responsible Completion date Rating (1-5)
7a) Rules and processes for price quotations are clearly defined
7b) Quotations can be produced for any
product or service, including bundles, constraints, and other options
7c) Pricing hierarchies and tiers are
established based on parameters l ike volume, units and usage
7d) Price adjustments are based on approval levels for discounts, markups, and price overrides
7e) Quotations can be created from
existing agreements and purchase history
7f) Software renewal quotations can be
created based on previously agreed upon pricing and terms
7g) Optimal offerings are identified
during the quoting process for guided selling and upsell recommendations
7h) Proposals are generated from standard templates
7i) Proposals/SOWs and contracts are approved via electronic signature
7j) Quoting analytics are tracked for
quoting cycle time, acceptance rates and product l ine revenue
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 23 of 26
7k) Contracts are created from and linked to opportunities or accounts
7l) Contract fields are autofil led from opportunity or account information
7m) Contract exhibits and clauses are
created by selecting conditional key terms
7n) Final proposal/SOWs and contracts,
prior versions and approval history are centrally stored and available for retrieval
7o) Contract analytics are captured
for contract compliance, risks and cycle time
7p) The quoting process is integrated with contract management
7q) Sales forecasts are dynamically and
automatically mapped to resource requirements
7r) Interconnected service delivery
teams leverage a common project
management information system (PMIS)
7s) Projects (with capability for multi-
level hierarchies) are created in the PMIS
7t) Delivery milestones and bill ing milestones are defined in the PMIS
7u) Billable rates are assigned by resource in the PMIS
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 24 of 26
7v) Timecards and expenses are
approved/rejected in the PMIS based on approval level
7w) Budgets for time and costs are assigned per project in the PMIS
7x) Interconnected service delivery
teams leverage common document assets through a centralized document repository to support the entire program/project l ife cycle
7y) The integration of web/cloud-based
collaboration tools enables team members to share ideas, tasks, updates and other changes
7z) Revenue forecasts and schedules
are used to determine revenue recognition
7aa) Bill ing eligibility is determined by
completion of a bil l ing event (fixed price) or approved timecards (time and materials)
7bb) Designated individuals generate
bill ing events for bil l ing eligible items based on a predetermined schedule
7cc) Invoices are automatically
generated for generated bill ing eligible items
7dd) Management reports at the project
level and practice level are available for employee util ization, professional services revenue,
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 25 of 26
revenue per employee, profitability,
average bill rate, and customer satisfaction
7ee) Project portfolio dashboard views
provide complete visibility into global project quality
7ff) Standard reporting cycles are identified in a universal calendar
Total Score
7-Step Plan of Action Enterprise-Class Professional Services (ECPS) Assessment Year: Period: Q1 Q2 Q3 Q4
Rating: 1 – Ad-hoc or Non-existent 2- Organized/Defined 3 – Standardized/Repeatable 4 – Measured/Controlled 5 - Optimized
Page | 26 of 26
Assessment Summary Total Score Average
Score
1) Employee Engagement
Inspire employees to make and sustain the transition.
2) Sales and Services Alignment Align customer expectations with service delivery capabilities and expectations.
3) Consulting Practice Framework
Enable a vibrant community of consulting professionals.
4) Project Management Controls
Elevate project management to a core competence.
5) Project Performance Activate best practice project management tools, methods and techniques
6) Value Proposition
Leverage consulting expertise and intellectual capital as a source of client value.
7) Systems Integration
Establish a 360 degree view of the quote to cash life cycle