石油国际项目报告.ppt

KPMG ConsultingIT Infrastructure15 October 2001
Agenda
IT Direction for KCIN
Today’s Environment
Strategic Direction
Global Transformation Update
IT Project Proposal Process
Q&A
1
IT Direction for KCIN
Fully separate from all KPMG LLP IT support services – except where costs and service levels are better than those we could obtain elsewhere
Outsource as many functions as possible anizations that can support our global business requirements
Help Desk
Deskside support
WAN
Application Hosting
Procurement and Asset Management
Mail
Establish global infrastructure platform – migrate international entities first, then migrate the US
Non-US entities have mon platform or infrastructure support
The pain is greater internationally, cost impact to migrate is less than US
US migration timed to minimize/avoid potential “excess costs” from KPMG LLP
Industry leaders define the business requirements that drive IT spending and priorities (., Strategy Council EOL initiatives, etc.)
Overall goal is to reduce operational cost of IT while improving service levels
2
Today’s IT Environment
Transition Services Agreement
Network
Architecture
48 months from the IPO date
Terminated services may result in “excess costs”
Cost allocation based on headcount, not services
Separate TSA in every country
The US-NSS IS budget anization not activity based
Distinction between Core and Non-Core project costs
Caters to LLP business model with regard to security, access and support
Federation of works
Slow to incorporate new technologies
No international coordination
LLP (US) has little interest in supporting KCIN’s global needs
Limited opportunity to negotiate services or costs at the CIO level
mits KCIN to LLP standards, priorities and processes
International allocations are disproportionate to the value received
Collaboration with clients and alliance partners is difficult
Change management, migration planning, etc. are hampered
Ability to serve international Named Accounts is n