The RPI Pre-Planning Assessment Executive Summary

All of the work we do in our pre-planning engagement, everything that we've been discussing so far in this series, has led us to the place where we can really start to deliver the goods. One important piece of the output of our efforts is the pre-planning executive summary. This executive summary is definitely one of our favorite components of the process because it’s our first opportunity to show the results of the time, work, and resources the our combined teams have put in and outline the path forward to your larger organization as a whole.

This information is great if the stakeholder who is bringing us in for pre-planning wants to get some executive weight behind this initiative. Of course, we are aware of the importance of a CloudSuite implementation, but we also know that our clients are balancing a lot of major organizational projects at the same time. It might not always be clear to them that the back office systems or ERP systems capability is an organization-wide commitment. What this step does is allow us to provide a good overview to the executives and make our team available to them for questions.

Typically, once a client has finished the pre-planning engagement, they're in a position to take our deliverables and follow through to get a couple of outcomes. One thing we can start to do is calculate their software licensing. This means getting the cost from Infor on the SaaS licensing, as well as the change from on-premise or perpetual licensing. Then, we can balance that with any third-party software subscriptions or licenses that could potentially end because their functionality is provided by the new CloudSuite solution.

This roadmap will help us advise the client of not only the right timing for the engagement, but also allow the organization to take our budgetary estimates and check out their resourcing. It offers the opportunity to start to consider if there is a need for potential staff augmentation to supplement the super users or product team. For example, if we're doing a phased implementation where we’re running a couple of different areas concurrently, we need to keep our technology team in mind and make sure we know how to support all those areas.

The roadmap developed though our pre-planning efforts produces more accurate budgetary estimates and capital planning, especially when compared to what an organization typically gets by simply following up with an implementation partner.

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