Implementation Methodologies for SMEs

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31. Business Cases in San Francisco

1. Implementation Methodologies for SMEs Phillip Zeelig, Business Analyst Manager

35. Thank You !

21. Business Cases San Francisco Progress 4

3. Introduction Who am I? 1

6. Methodology Implementation Methodologies for SMEs 2

15. Quickstart & SaaS Misconceptions of QS and Odoo’s SaaS 3

30. Conclusion Closing Statements 5

5. Introduction - About me ! Velocity Volume Value

24. Standard Approach ! Customer Sells a Basic Repair Service. This is actually a product that has a BOM and BOM type is “Set”. This is the product used on the SO. Business Cases in San Francisco Create Product / BOM

26. Standard Approach ! The customer receives and incoming shipment for the motor to service (WH\IN\00001). Then they bill for the repair. Business Cases in San Francisco Sales Receipts

27. Standard Approach ! Using advanced routes the sales order triggers two operations, the REPAIR and the DELIVERY. Business Cases in San Francisco Delivery Repair Operation

2. 1 Topics for Today’s Presentation Introduction 2 Implementation Methodology 3 Quickstart & SaaS 4 Business Cases 5 Closing Statement

7. U.S. Implementation Process Training & Testing Kick Off Call Analysis Configuration Production Support Gap Analysis Configuration / Dev

13. Support Production Configuration Methodologies - Phasing the Project Analysis Kick Off Call A ! A lot of apps in production quickly! ! Velocity, Volume, and Value

28. Business Cases in San Francisco Manufacturing Company without Manufacturing Orders ! 1. No need to develop to accommodate for additional parts to be used during the repair i.e. dynamic BOM based on sales order lines. (Velocity + Value) ! 2. No need to train the customer how to use a MO just how to create a BOM (Velocity + Volume) Frédéric Gilson

4. Introduction - About me Phillip Zeelig - Business Analyst for Odoo, Inc. : @PhillipZeelig ! : https://www.linkedin.com/pub/phillip-zeelig/35/a67/a93 Education: ! Masters in Business Administration from - California State University Monterey Bay B.A. Degree in Economics - San Jose State University ! Experience: ! 5 years professional experience in Project Management and Finance.

16. Quickstart & SaaS Misconceptions • It is difficult to convince / sell Quickstart to customers ! • Everyone is different and needs custom development ! • Quickstart projects are not profitable ! • Customer will always want customizations ! • You cannot customize / develop on the SaaS

29. Business Cases in San Francisco Customer has hundreds of employees and needs a system for managers to manage HR Forms. ! Customer was sold customization for HR and Sales, Analyst reevaluated and decided to use remove customized sales and standard Marketing. The customer is now able to create all the forms by themselves (as many as they want in the form of surveys) without adding fields, views, custom reports. Therefore, the customer is now autonomous and can create and edit new forms as needed without the help of a consultant. ! Adding value, increasing velocity, and increasing the volume of apps in production. Piyasa Banergee

32. Business Cases in San Francisco 0 10 20 30 40 Jan Feb Mar Apr May New Applications in Production (monthly) Progress in San Francisco

34. Conclusion Tip’s and tricks: ! Create server actions and views that you can reuse. Therefore, avoid making business specific developments. This will increase your velocity as you can copy and paste them into new databases. ! Create a repository for all your Qweb / custom reports (again copy and paste) ! Try not to create server actions to bring in information onto a form view. It is much easier to have the information show on a report. (o.sale_id.x_field_id.name) ! !

22. Business Cases in San Francisco Manufacturing Company without Manufacturing Orders ! A customer was interested in MRP with RMA. Their process was difficult to manage through the traditional and obvious features. The c ustomer provides a service that includes the removal and replacement of parts within a servo motor or robot. This basic repair is always the same and the customer wants to reduce the inventory of parts when they sell a basic repair. ! High Level Business Process: Customer sends the motor to the company for a Basic Repair service. Once received it goes to a station to be disassembled and serviced. After the repair it is shipped back to the customer Frédéric Gilson

9. Methodologies - Phasing the Project Support Production Configuration Analysis Kick Off Call A Phasing the Project (Velocity + Volume) ! - The customer does not need to install all the applications at once, they can start implementation one application at a time. ! a. Start with standard applications that are easy to implement (CRM Sales) ! b. Applications that the customer can use right away (Notes)

18. Quickstart & SaaS Actualities Everyone is different and needs custom development ! Most companies are open to changing business processes and complex business processes should anyways be simplified. ! 1. Example Business Case: Fabrics Customer 2. Price lists – No logic to the price list. Based on price level and an algorithm no one knows / understands on an ancient spreadsheet. ! Customizations add time and open the doors to develop the customer’s wish list. ! !

23. Business Cases Support Production Configuration Analysis Kick Off Call A Sales Import Master Product Catalogue Warehouse Delivery Operation Invoice Repair Operation Receipts

25. Business Cases Support Production Configuration Analysis Kick Off Call A Sales Import Master Product Catalogue Warehouse Delivery Operation Invoice Repair Operation Receipts

17. Quickstart & SaaS Actualities It is difficult to convince / sell quickstart to customers ! A. Faster Implementation Time (VELOCITY) ! B. Less Bugs (VALUE) ! C. Little to no migration problems (VALUE) ! D. Lower cost / better return on investment (on-time and under budget) (VALUE + VELOCITY) !

14. Support Production Configuration Methodologies - Phasing the Project Analysis Kick Off Call A Consulting Report / KPIs ! We measure Analyst’s performance using a few metrics below: ! - Number of applications in Production - Number of projects entirely in production and handed off to support - Up selling (Monthly Recurring, Annually Recurring, Fixed) - Subscription renewals after 1 year.

33. Conclusion The Quickstart methodology works and it shows in the rate we are able to implement in San Francisco. In the US and LATAM, there are partners that are starting to move towards SaaS implementations. We have 4 quickstart projects through partners this year. ! Focus on: ! Velocity - Improving the rate that you deploy and implement projects by narrowing the scope, phasing the project, limiting customizations and developments, and deploying on SaaS. ! Volume - Try to increase the number of users and apps in production rather than developing custom business specific modules. ! Value - Increase value proposition by offering SaaS, helping the customer be more efficient by simplifying their business process, be creative, deploy fast and under budget. ! !

11. Support Production Configuration Methodologies - Phasing the Project Analysis Kick Off Call A On-Boarding (Velocity + Volume + Value) ! - What do I need to do to get this customer in production? o Weekly sessions with the customers (Data, training workflows, basic access rights). Teach the customer! o Customer drives 80% of the meeting with you giving instruction. o The Goal is that the customer becomes as functionally sound as you are (as appropriate for their business). o Never ask the customer do you need this, the answer will always be, “Yes” !

19. Quickstart & SaaS Actualities Quickstart projects do not make money ! A. Quickstart projects during their life cycle are more profitable. Faster to deploy (As little as one hour) B. Less bugs / support needed C. More probability that the project will be successful D. More projects delivered in a year means more recurring revenues, more enterprise renewals. ! The customer always moves towards some customization ! A. It is your job to qualify the needs. Not all the needs of the customer justify development. B. Your customers are not Odoo gurus, but you are. S o be creative & think out-of-the-box (standard) first.

8. Methodologies - Kick Off Call Support Production Configuration Analysis Kick Off Call Kick Off Call (Value) ! - Set expectations (Quickstart Guide) a. What is Quickstart? b. Make sure that the customer understands the service you are providing, what is included and not included in their contract c. How we work (process, weekly calls, we work with only one POC, etc.) - Explain that you are training the client to be autonomous so that they will not need you in the further (scalable) . - Define the finish line (Business Analysts vs. Support Team). !

20. Quickstart & SaaS Actualities You cannot create customizations on the Odoo SaaS - YES YOU CAN! ! The following ensure that you will keep your customizations: ! A. Custom Views i. Always use inheritance ii. Custom fields iii. Custom Objects 1. First field is always x_name B. QWEB i. Non-updatable true D. Server actions / Automated Actions i. Try to reuse existing methods in your code ii. Do not recreate the wheel 1. ex. Unit of measure conversion

12. Support Production Configuration Methodologies - Phasing the Project Analysis Kick Off Call A Deploying on SaaS (Velocity + Volume + Value) - No need for hardware a. No servers b. No Reverse Proxy c. Web Server d. SSL certificates - 99% uptime - Security - New Features / Apps ( authorize.net for US) - Bug Fixes - Migration a. Customer may request to stay on a version

10. Methodologies - Gap Analysis Support Production Configuration Analysis Kick Off Call A Gap Analysis (Value + Velocity) ! For larger deals we include: ! o Spreadsheet communicating the needs of the client. 1. Define: What are the needs covered using standard features 2. What features need be developed / customized 3. Estimation of the development ! o Statement of Work / Literature 1. About the company - https://www.odoo.com/page/about-us 2. Odoo Security - https://www.odoo.com/page/security !

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