SAP technical upgrade

Three weeks of fun working on a proposal for an assessment.

The work to be done was just to estimate how to assess a SAP instance for being upgraded from a very old version to ECC.6

There is people who do this job everyday but it is not my case.

So I’m happy to have learnt so many organizational aspects needed to have an upgrade done, how the functional test should be organized, how the test cases should be prioritized.

The way that these upgrades are done is so industrialized and the people who where defining all the activities were just identifying particular facts on the existing environment, that is where you can have the future bad news.

There is so much stuff around technology too, for sure, that taking into account that I don’t know nothing about that, it was good to have a picture in my mind.

Other interesting point has been to work with automation tools that provides a lot of information for these assessment exercises. We have studied 2 tools where 2 specialist from the company helped us to understand the real added value behind the white papers, and the cost, always the cost of using them.

The proposal is sent and now, for some hours I’m a happy, tired person.

Working on a RFP

I’m now inmersed in a call for tender. The way to work on the call is answering the specific questions with no more than 3 pages.

My main responsibility is manage the evolution of the works providing the resources and helping the team with the things they need.

Other thing I do is review the different technical documents we have to deliver, looking for mistakes and taking into account the model we want to offer is in each one of the different questions.

Other interesting assignment I have is the calculation of the individual rates we have to offer for each one of the teams. This part is a little bit complicated becuase in this framework contract they do not ask for an individual rates, they have built different teams compositions taking into account the activity performed and the number of people which compose the team. You get money just for the delivery of these types of activities, so indirect costs have to be added to these rates (overhead, infrastructure, travels, training, bench…).

Let’s see how it finnishes.

To bid or not to bid, that’s the question

Working on proposals, RFPs, RFIs, is something that is necessary to do in order to get contracts, but always evaluating the goodness of the opportunity.

When you enter to play this game we focus on 2 major factors, the assessment process and the client.

The assessment process tells us if we can do the job properly, if we can compete on price… just the technical information around the opportunity.

In this process it also takes into account the client and our relationship with us, but we consider necessary also we need to perform an additional assessment about the client because we focus our business growth through the client relationship, not just the different proposals that on the market are. This factor is assessed by the account manager that leads the client strategy.