ITADVISORY
KPMG Canada’s IT Advisory Services
Helpingclientsaddresstoday’stechnologyagenda
ADVISORY
Overview of KPMG Canada’s IT Advisory Services
KPMG’sITAdvisoryprofessionalscanhelpyoualignyourITcapabilitieswiththepressingstrategic
andfinancialobjectivesofyourorganization.
WehavetheknowledgeandexperiencetohelpyouasyouseekimprovedperformancefromyourIT
investments.WithafullycoordinatedserviceofferingacrosstherangeofmanagementchallengesinIT,wework
withseniormanagementastheylooktomaketherightchoicesat therighttimeandattherightcost.
AssetManagementandContractCompliance
2
ITAttestation
10
BusinessSystemsAdvisory
3
ITInternalAudit
11
CostOptimizationforIT
4
ITPortfolioManagement
12
5
ITSourcing
DueDiligence
13
ITStrategy
14
ITValue
15
RecordsandKnowledgeManagement
16
SecurityServices
17
SolutionandVendorEvaluation
18
6
EnterpriseArchitecture
7
Green/SustainableIT
InfrastructureandContinuity
8
ISGovernanceandPerformance
9
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
1
KPMGCanada’sITAdvisoryServicesOverview
Asset Management and Contract Compliance
IM/ITAssetManagementisfocusedonpeople, process, and technology.AssetManagementconsiders
thefullassetlifecycle(“cradletograve”)andisthereforenotlimitedtoIM/IT.ItofteninvolvesLegal,
Procurement,andFinance.
KPMG’sITAdvisoryprofessionalsreviewtheprocessesandsupportingdiscoverytechnologyfor
managingIM/ITassets;reviewhowassetsaretrackedandadministered;andidentifypotentialgapsinthe
controls.
AssessIM/ITAssetManagementoperatingeffectiveness(variances betweendeploymentandentitlement
provideevidenceofIM/ITAssetManagementprocessweaknesses)anddesigneffectivenessincluding
people,process,andtechnologycompetenciesinordertoprovide acompletepictureoftheIM/ITAsset
Managementrootcauseissues.
EachIM/ITAssetManagementcomponentthroughoutthelifecycleisassessedaninfrastructure
optimizationmaturity:Basic,Standardized,Rationalized,orDynamic.
Financial savings
Cost savings
from enabling
the organization
to reach a higher
level of IO
maturity
Lower support
costs (help
desk, IMAC,
deployment)
Information
and control
SAM
Direct cost
savings from
licensing
optimization and
contract renegotiation
Mitigate
financial
and legal
risks
Enablement of
financial savings
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
2
KPMGCanada’sITAdvisoryServicesOverview
Business Systems Advisory
Business System Implementation, Optimization & Controls
Integration
−
EnterpriseApplicationStrategy,Planning&Governance
−
BusinessRequirementsIdentification
−
Conversions,Interfaces,BusinessTestingandValidationSupport
−
ERPHealthCheck&Optimization
Business System Standalone Services
−
IFRSEnterpriseApplicationsConversion
−
BusinessProcessControls/AccessControls&SoD/Information
Security&Continuity
−
MasterDataManagement/DataQuality&Integrity
−
Governance,Risk&Compliance/ContinuousMonitoring&
Auditing
When implementing a business
system, an organization should seek
a balance across four dimensions:
- risk and controls;
- process optimization;
- organization and people; and
- technology.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
3
KPMGCanada’sITAdvisoryServicesOverview
Cost Optimization for IT
KPMGbringsagloballyconsistentmethodologyfordeliveringcostoptimizationassignmentsthathelpstocreatea
betterunderstandingofIM/ITvalue,enablingmoreappropriateinvestmentsininitiativesthatbothsupportand
anticipatebusinessgoals.
Atypicalreviewwillcoverthefollowinginitiatives:
− Strategic: generatesustainableperformanceimprovementsconsistentwithstrategicgoalsandlong-term
valuecreation.Considerperformanceimprovementsthatmayreflecthighdegreeofinnovationandinvolve
shiftsoffundamentalbusinessmodels.
− Tactical: improveperformanceofexistingbusinessmodeltorespondtoemergingcompetitivepressures,
deterioratingcostcontrolorothermarginpressures,stakeholderpressureforshort-termperformance
improvement,andofferstoacquireaportionofthebusiness.
− Survival: rapidcostreductiontoadapttoseverecostpressures,enabling theorganizationtostayinbusiness.
Withsurvivalatstake,speedisoftheessence.KPMG’sITAdvisoryprofessionalscanhelporganizations
identifyandstopallnon-essentialspendandceasenon-coreservices.
Benefits
Reduce IT spend while maintaining IT
performance against business goals
Aligning future spend with high priority
business investments
Transparent reporting
Improved utilization of existing
investments
Sustainable process improvements
A risk- based approach
Improved balance between the
organization's resources and its risk
across the technology agenda
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
4
KPMGCanada’sITAdvisoryServicesOverview
Due Diligence
DueDiligenceincludesreviewingthetargetorganizationtoassesstherisksassociatedwithits
IM/ITsystemsandthefeasibilityoftheprojectedEBITDA,given thealignmentofIM/ITplanswith
businessplans.
DueDiligenceconfirmstheIM/ITassetsinvolvedinthetransaction;assessestheirsuitabilityand
capabilitytomeettheinvestmenthypothesis;reviewsthehistoricalandplannedtechnology
spending;identifiestheexistenceoftechnologyrisks;andprovidesindicationsofanticipatedpostdealexpenditurewithregardtoIT.
AdditionaltothecorescopeofIM/ITduediligence,anddependentonclientinterestand
investmenthypotheses,theengagementmayinclude:
− Identificationofopportunitiestoimprovetechnologyperformanceorachievecostsavings
− Assesstheeffortrequiredtointegratethetargetwithotherentities,e.g.roll-uporwithparent
− Providesuggestionsonpost-dealenhancementstoimprovetargetperformance
− Reviewproposedtransitionserviceagreements.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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5
KPMGCanada’sITAdvisoryServicesOverview
Enterprise Architecture
KPMGCanada,throughitsrecentacquisitionofChartwell IRM,bringsskillsandexperiencein
Business
Model
EnterpriseArchitecture,whichhelpsclientswiththeuseofstructuredmethodstoplananddesign
complexbusinesschanges.Initssimplestterms,wehelpclient’suseenterprisearchitecturetoalign
thedesignofabusinessanditscriticalresourceswithitsstrategicvision.
Ourpractitionersusestandardizedmodelsorblueprintstoanalyzethedesignofanenterpriseto
System
Model
identifybusinessimprovementopportunities.Wethencreatearoadmapofchangeprojectsthatare
traceabletothestrategicintentofthebusiness.Improvementsmightincludeinnovationsinproducts
andservices,organizationalstructureandbusinessprocesses,thequalityandtimelinessofbusiness
information,orthecontributionofitsIT.
Value Chain to System
Infrastructure Alignment &
Integration
Strategy
Aligns
Business
Architecture
Aligns
Aligns
Business
Operations
Enterprise
Architecture
Aligns
Aligns
Solutions
Architecture
Aligns
Technology
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
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KPMGCanada’sITAdvisoryServicesOverview
Green/ Sustainable IT
DevelopingandexecutingagreenITstrategyrequiresacombinationofbusinessandtechnologyskillsand
experience,aswellasbroadorganizationalcooperationacrossmultiplefunctionssuchasITarchitecture,data
centeroperations,facilitiesmanagement,corporaterealestate, andprocurement.
LinkinggreenITinitiativestobroadercorporategreeninitiativesshapedbystrategic-levelCorporateandSocial
Responsibility(CSR)frameworksenablesITtobeavalue-addedbusinesspartnerinthejourneytoagreener
business.Itfurtheroffersorganizationsanunprecedentedopportunitytoalignenvironmentalmanagement
initiativeswithbroadersustainabilityinitiatives.
Wetakeatop-downviewshapedbystrategic-levelframeworksthathelplinkgreenITinitiativeswitha
broaderenterprise-wideprogram.Grassrootseffortsanddisparategreeninitiatives areastartingpointinthe
efforttoreducetheenvironmentalandeconomicimpactofIT,butabroaderprogram-leveleffortthatconsiders
thetotalITlifecycleisoftenneededtoyieldenhancedbenefits.
KPMG’s approach to Green IT leverages our
Business Performance Improvement and Change
Management methodologies, and provides a green
lens for IT and data centre operations.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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KPMGCanada’sITAdvisoryServicesOverview
Infrastructure and Continuity
Risk and Vulnerability Assessment: identifiespotentialthreats;identifiesvulnerabilities;identifies
existingcontrols;analyzesexposures;preparesriskandvulnerabilityreport.
Business Impact Analysis: confirmassumptions;developsurveyquestionnaires;identifysurvey
recipients;obtainbusinessfunctiondata;distributesurvey;collectresponses;verifyresults;and
prepareBIAreport.
Critical Recovery Resource Requirements: reviewbusinessprocessesanddeterminerecovery
resourcerequirements;determinebusinessprocessrecoverytimeobjectives;identifyIM/IT
processingrequirements;identifyIM/ITsupportprofile;prepare businessfunctionrecoveryprofiles.
Alternative Recovery Strategies: identifyviablesupportstrategies;develophigh-levelrelativecost
assessments;analyzeanddeterminemostappropriatestrategies;producereportsandprocedures;
preparethebusinesscontinuityplan;analyzeexposures;develop implementationplans;negotiate
vendorcontracts.
Plan Maintenance
el A
g
Lev
Ser
vice
l
ga
Le
d
an
g
i n ce
t
un n
co ina
Ac F
ity
ntinu
d Co
y an ns
abilit
tio
over f Opera
Rec
o
reem
ent
Fault Tolerant Infrastructure
Technology
om
C
m
at
ic
un
n
io
In s
ur
an
ce
Co
ve
r
ag
e
an es
u m rc
H ou
es
R
Cr
isi
s
g
na
Ma
Initiation
em
t
en
Business
Review
impact
BIA
analysis
Review
Assess
BCP
and
risks
other
plans
Review
Design
BCP
the plan
tests
Develop
Review a
Governance
road map
Report
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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KPMGCanada’sITAdvisoryServicesOverview
IS Governance and Performance
Governance
− RevieweffectivenessofexistingIM/ITgovernancemodel
− Assessanddesignaplanforimprovements,ITIL/COBITprocessdesign
work(ITOperations,SDLC,PMO),organizationalmodels
− Implementation,ChangeManagementofplanneddesign.
Performance
− Assesstheefficiency,cost,andeffectivenessofIM/ITdepartments
usingKPMG’sISGovernanceFramework.Thefocusisonsupportand
sustainthedirection.
Process
i ca
People
i ca
Management
Framework
Financial
Business
Management
Alignment
Risk
Management
n
tio
Strategic
Initiatives
Controls
Compliance
Technology
un
mm
tio
n
Performance
Management
Co
Co
mm
un
Transformation
Risk
Investment
Management
Strategic
Cost
Spending
Control
Communication
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
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KPMGCanada’sITAdvisoryServicesOverview
IT Attestation
KPMGprovidesarangeofITattestationservicestohelpsatisfy therequirementsofthirdpartiesthatdependon
ITenvironments.ThemostcommonITattestationservicesinclude :
AICPA SAS 70 or CICA Section 5970 (S5970) examinations.Standardthatwasdesignedtoservethe
assuranceneedsofserviceprovidersrelatingtotheintegrityofprocessesandservicesthatimpactaCompany’s
financialstatements.Twotypesofreportingareavailable:
−
Type 1: Usetoassessthedesignofcontrolswhethertheyareinoperationasatpointintime
−
Type 2: Usetoassessthedesignofcontrolsinoperationandtheoperatingeffectivenessofthecontrols
overaperiodoftime(typically6monthsto12months).
KPMG Systrust and Webtrust
KPMG Other Assurance Reports (CICASection5025,CICASection5815)
Agreed-upon Procedures (CICASection9100or9110).
AttestationservicesencompassawiderangeofbusinessprocessesincludingIT,custody,fundadministration,
clearinganddepository,pensionbenefitsadministration,manufacturing/distribution,IT/webhosting,andpayroll
processing.
Planning
Data
Gathering
Test of
Design
Test of
Operating
Effectiveness
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
Reporting
10
KPMGCanada’sITAdvisoryServicesOverview
IT Internal Audit
KPMG’sITInternalAuditservicesprovidesacost-effectivemeansofindependentlyassuringthatbusiness
understandtheriskstheyface,andthattheyhaveeffectivecontrolsinplaceacrosstheirITorganizationto
mitigatetheserisks.
IT Internal Audit Needs Assessment: Ourriskassessmentmethodologyenablesustoobtainadetailed
understandingofITrisksfacingthebusiness,whichsupportsthedevelopmentofeffectiveITauditplans.
IT Performance Review: OurapproachisdesignedtohelpclientsassessITperformanceinselectedareasor
acrosstheenterprise,sotheycanstriketherightbalancebetweenbusinessneedsandITresources.
Business Systems Controls: Astructuredapproachtoassessing,designing,andimplementing theprocesses
andcontrolsrelatedtoexistingornewbusinesssoftwareapplications.
IT General Controls Assessment: Assessesthetechnologyrisksfacingyourorganizationandwhetherexisting
controlsaresufficienttoaddressthoserisks.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
11
KPMGCanada’sITAdvisoryServicesOverview
IT Portfolio Management
A risk-based approach
Alignment involvesusinganobjective,balancedandacceptedprocesstoevaluateandfilter
componentideastoproduceaprioritizedlistforthenextbusinessplanningcycle.
Benefits Management involvesprovidingastructureandframeworkfortheforecastingand
realizationofportfoliobenefits.
Capacity Management considersdemandandsupply,identifyingconstraintsonthe
organizationthatcouldimpedethedeliveryoftheportfolio.
Financial Management considersfunding,investmentopportunitiesandfinancialreturns
fromtheoverallportfolio.
Governance ensuresthatappropriatestructuresandprocessesareinplaceforeffective
decisionmaking,workallocationandperformancereporting.
Organization & Leadership considersexecutivedirectionsettingfortheportfolioand
structuringtheorganizationforintegrationacrossportfolio,programandprojectlevels.
Performance Management involvestrackingthedeliveryoftheportfolioagainstapredefinedsetofparametersincludingtime,cost,quality,riskandbenefits.
Risk Management managesthelevelofriskinvolvedindeliveringtheportfolio.
Stakeholder Engagement involvesengagingindividualsorgroupsofpeoplewithinand
outsidetheorganizationtoensureon-goingsupportfortheportfolio.
A prioritized set of programs
Improves management of the business
risks, in relation to the appetite for risk
Improved balance between the
organization's resources and its risk
… all of which results in
better returns on investment
Prioritize based on the attractiveness and
achievability of change initiatives
Integrated planning at portfolio level
Strategic priorities based on the accurate
data
Cost reductions
Reduced cost of delivering programs
Optimal use of resources (increased cost
savings)
Non-aligned or programs with a low
contribution will be terminated or rescope, minimizing future costs
Strategic alignment
Strategic alignment between the programs and the
business strategy
Greater organizational agility in order to respond to the
changing economic environment
Controlled, measurable realization of corporate
objectives
Benefits
Maximum value from the organization's change
programs and initiatives
Increase visibility of benefit data across the portfolio
Program failing to delivery benefits identified early
Implement clear accountabilities for achieving benefits
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
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KPMGCanada’sITAdvisoryServicesOverview
IT Sourcing
IToutsourcingoptionshavebecomemorecomplexovertheyears.Astheyeachbringtheirstrengthsand
weaknesses,theyshouldbechosenwithcare,matchingthebusinessneeds.
KPMG'sITSourcingmethodologyassistsclientsthroughoutthesourcinglifecycle,includingtheoutsourcing
ofbusinessandservicesaswellastheimplementationandoperationofsharedservices.Itishighlyflexible,
allowingforanoverallapproachtooutsourcing,orprovidingassistanceforexistingoutsourcingagreements.
Ourapproachbreaksalongandcomplexlifecycleintosix manageable steps:developthestrategy,scope
andplan,designandselect,transition,deliver,evolve.
Engagementactivitiescaninclude:assessingproperIM/ITservicedeliverymodelforclients:in-house,
outsourced,orhybrid;reviewofexistingagreements– the“RighttoAudit” clause;contractrenewals;evolve
/remediation;anddevelopmentofaservicescatalogue.
Sourcing as a strategy
Client business goals
•
Reduce
Costs
Focus on
Core
Business
Enhance
Agility
Release
Capital
Reduce Risk
Enhance
Quality
•
•
Costreductionthrough
economiesofscale
Focusoncorecompetenciesby
movingadministrativefunctions
fromoperations
Improveprocessqualityand
efficiency
•
Improvecustomerservices
•
Leveragetechnologyina
commoninfrastructure
withstandarddata
•
Divestment– newbusinesses
developed
Sourcing models
Global Shared Services
Regional Shared Services
BOT (Build/Operate/Transfer)
Joint Venture
Outsourced
Companies initially look for cost reductions,
but expand to quality and enhanced competitiveness
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
13
KPMGCanada’sITAdvisoryServicesOverview
IT Strategy
KPMG’sIM/ITStrategyisadynamicprocessfocusedontheeffectivemanagementof
IM/IT performance, risk, and value.
OurIM/ITStrategyServicesmethodologyaddresses:
− EstablishingaprocesstohelpalignIM/ITinitiativestothebusinessstrategy
− RecognizingthatanimportantgoalofeffectiveIM/ITstrategyisthe
improvementofbusinessperformance
− Develop3-5yearplanstoaligntheIM/ITstrategytothebusinessstrategy.
KPMG’sapproachisbasedonsix main steps asfollows:
− Understandthebusinessdirection
− PerformITcapabilityassessment
− Identifyrefinedbusinessrequirements
− SelectITalternatives
− DesignITstrategicscenario
− DevelopITstrategicplan
KPMGhassignificantglobalIM/ITStrategyServicesengagementexperience.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
14
KPMGCanada’sITAdvisoryServicesOverview
IT Value
TorealizethetruepotentialofITinvestment,CIOsshouldaligntheITagendawiththatofthewider
business.Thisapproachhelpstoensurethatorganizationsinvestinthemostappropriateareas,applying
strictinvestmentcriteriaforchangeprojectswhiledeliveringday-to-dayactivitieseffectively.Thisinvolves:
Adopting rigorous portfolio management: thiswillhelptoevaluatetherealbusinessbenefitsof
thevariousITinvestmentoptionsavailable,ensuringamoreoptimalallocationoffunds.
Improving the planning and management of day-to-day operations: theuseofrobust
industrializedprocessesalongwitheffectivecontrolmechanisms,cansignificantlyreducetheneed
forfirefightingandhelpITmanagersmeetthedailyneedsofthebusiness.Suchgreaterefficiency
willalsofreeupITmanagementtodevotemoretimetostrategic issues.
Introducing a true partnership between IT and the business it serves: jointplanningandregular
liaisonshouldalignITactivitycloselywithbusinessneedsand makeITmoreresponsiveandadaptable
tochangingbusinesscircumstances.
Distinguishing between ‘change’ and ‘run’ expenditure: thesetwohaveverydifferentbusiness
modelswithdifferentinvestmentcriteria.Expenditureonday-to-dayoperationsisessentiallyan
exerciseincostcontrolandefficiency,whilstinvestmentinchangeshouldfocusonthestrategic
benefits,increasedturnoverandultimatelytheshareholdervalueitbringstothebusiness.
Establishing an appropriate funding and governance model for IT: ensuringthattheright
decisions– e.g.howmuchtospend/investandonwhat- getmadeintherightplacewithinthe
organizationandintherightway.
Prioritise and
Deliver Value
Opportunities
Define
Opportunities
Develop
Economic
Baseline
ITValue
Assessment
Analyse
Data
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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Develop
Questionnaires
Gather Data and
Perform
Interviews
15
KPMGCanada’sITAdvisoryServicesOverview
Records and Knowledge Management
DefinitionManagement(Collection/Disposal)
−
Inventoryandclassificationofrecords
−
Creation,alteration,anddestruction
OwnershipManagement(Storage,Custodianship&Preservation)
SensitivityManagement(Storage/Access)
−
Privacyandconfidentiality
AccessibilityManagement(Access/Use)
−
Retrieval,DeliveryandDecisionMaking
QualityManagementandIntegrity
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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16
KPMGCanada’sITAdvisoryServicesOverview
Security Services
IdentityManagementandRoleBasedAccess
Control
Policies,Standards,andProcesses
VulnerabilityandPenetrationTesting
SecurityAssessment
SecurityandPrivacyIncidentManagement
DataCentricSecurity
RiskAssessment
SecurityOperationsReview
SecurityGovernanceStrategy
Ourfundamentalmodelof
enterprisesecurityarchitectureis
basedoncoreenablersengaged
inaprocessofprotecting
informationassets.
InformationSecurity
Assessment
EnterpriseSecurity
Architecture
Thismodelyieldsthefour
distinctareasuponwhich
ourservicesfocus.
Theservicesaremodularinnature
andfittogetherasrequiredto
facilitateeachclient’sunique
requirements.
SecuritySolutions&
Integration
SecurityMonitoring&
Response
Architecture
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
17
KPMGCanada’sITAdvisoryServicesOverview
Solution and Vendor Evaluation
Provideindependentadvisetoassistclientsinassessingandstrategizingtheirtechnologysolutiontobest
meettheirneeds.
Develop BusinessCasefortheSelectionExercise andassistincomprehendingthecriticalsuccessfactors
forasuccessfulcase.
Assistclientsinidentifyingsolutionrequirements,documenting bothfunctionalandtechnicalrequirements,
prioritizingthemandcreatenewprocessmapsand/ormodels.
Helpclientsinunderstandingthevendorandsolutionlandscape.
AdviseclientsinthemanagementoftheRequestforProposal(RFP)orRequestforInformation(RFI)
process.
Conductduediligenceonpotentialsupplierstominimizetheriskofselectinginappropriatepartner.
Offeradviceorassistancetoclientsinplanningtheselectionsolution.
Recommendnegotiationstrategiesregardingbusinessterms,servicelevelsandfinancialarrangement.
Solution Assessment
Business Case for System
Change
Requirements Definition
Market Research
Evaluation
RFP/RFI Process
Vendor Due Diligence
Independent Verification &
Validation
Negotiation Support
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
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18
FormoreinformationonmanagementissuesinIT
Please contact your KPMG adviser or any of our IT Advisory professionals
Montréal
Greater TorontoArea
WesternCanada
Jean-FrançoisCoulonval
YvonAudette
ShaunWilson
(514)840-2117
(416)777-8388
(604)691-3188
jcoulonval@kpmg.ca
yaudette@kpmg.ca
shwilson@kpmg.ca
JeffSmith
JeffThomas
(416)777-8409
(403)691-8012
jmsmith@kpmg.ca
jwthomas@kpmg.ca
FrancisBeaudoin
(514)840-2247
fbeaudoin@kpmg.ca
Ottawa
JimAlexander
(613)212-5764
jalexander@kpmg.ca
Southwestern Ontario
DavidEvans
(519)672-4880
djevans@kpmg.ca
Solly Patrontasch
(613)212-3723
spatrontasch@kpmg.ca
…or visit us at www.kpmg.ca/itadvisory
All information provided is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information
is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.
© 2009KPMGLLP,aCanadianlimitedliabilitypartnership,isthe CanadianmemberfirmofKPMGInternational,aSwisscooperative.Allrightsreserved.
PrintedinCanada.KPMGandtheKPMGlogoareregisteredtrademarksofKPMGInternational.
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