Application Portfolio Rationalization
Click
to
edit
Master
title
Status
Report
to
Executive
Leadership
Team
style
24 Nov 2015
Click to edit Master subtitle style
Pat Sarkar, VP-IT, Architecture & Strategy
Enterprise Architecture: Journey to Agile Architecture
Emerging standard
Core standard
Declining standard – Use
with ARB approval
Obsolete standard – Don’t
Use it
3PL
M&A Capability
Security & Integrity
Integration & Interoperability
1. Simplify
2. Optimize
3. Govern
Take stock (6-9 months)
Standardize (1-3 months)
Rationalize (3-5 years)
Business Process
Catalog
Manufacturing Capability
Oracle
EBS
SharePoint 2013
Network Solutions
BU
SAP
ERP
Internet Explorer 7.0
Sybase
Dell
Laptop
TE Connectivity Confidential & Proprietary. Do not reproduce or distribute.
Oracle
RDB
SAP
HANA
Java
Dev
.NET
Dev
Cognos
IBM
DB2
Hadoop
IBM P-Series
AWS
HP-UX
IBM OS/360
WinTel
Acquire New
Expand Core
Divest Old
Rent/Buy/Build New
Expand Core
Retire Old
Vital Few Standards
Expand Core
Decommission Old
Review Emerging
Expand Core
Sunset/Obsolete Old
Application Portfolio Rationalization – Status as of 11/23/15
Step 1. Application Inventory, Annual Cost, Map to Business
Process (6-9 months) (DONE – AUG 2015)
Step 2. Examine Each Business Process for Strategic Fit and
Overlap of Applications (2-3 months) (DONE – NOV
2015)
Step 3. Finalize Strategic Applications that will Replace Low
Strategic-Fit Applications, When and How, Cost
Savings, (3-4 months Concurrent with Step 4) (IN
PROGRESS)
Step 4. Launch new projects or extend existing projects to
retire applications (2-3 Years) (IN PROGRESS)
Output: 3-5 years Strategy & Roadmap for Execution
3
Status Report Summary (for Step 2 of 4)
 There are 948 applications in the portfolio costing $143M for support and
maintenance annually
 There are 264 applications identified costing $18M annually, that will be
retired over the next 5 years (It is not expected to save all $18M but a
portion of it depending on the cost of the new applications).
 The team has identified 60 applications costing $10M annually, that will be
retired in FY2016 and FY2017 (so-called low-hanging fruit)
 TBD column still has 95 applications – so far no one has been able to
describe how strategic these applications are, or to assign a strategic-fit
ranking
 Luke Dougherty (Controller) and Pat Sarkar have validated the annual
costs against the budget
 Enterprise Architecture team would like to thank everyone who participated
in this EA initiative. We hope the results will prove that this was worthwhile
in that it could save TE millions of dollars annually.
4
TEIS Application List Statistics by COE
COE
5
Total Apps Annual H/W
for COE
Cost
Annual S/W
Cost
Annual Int
Labor
Annual Ext
Labor
Total Annual
Cost
GAS
250
$5,146,658
$17,651,643
$31,757,726
$10,128,656
$64,684,683
GES
82
$3,779,289
$12,420,437
$13,432,277
$1,724,099
$31,356,102
DCS
227
$3,535,182
$6,999,510
$7,248,797
$3,472,017
$21,255,506
GIS
111
$2,348,037
$10,272,808
$5,551,802
$645,000
$18,817,647
N-APAC
41
$30,421
$55,415
$181,000
$39,747
$306,583
S-APAC
192
$78,783
$65,347
$1,135,680
$128,377
$1,408,187
SRM
45
$107,000
$1,540,300
$2,758,260
$885,860
$5,291,420
All Apps
948
$15,025,370
$49,005,460
$62,065,542
$17,023,756
$143,120,128
TEIS Application List Statistics by Process Group
Process Group
Total Apps
89
Budget to Report
99
Concept to Market
9
Connect to Engage
156
Data to Insights
15
Demand to Build
14
ERP/Multi Processes
53
Hire to Retire
160
IT Processes & Tools
54
Lead to Quote
111
Manufacturing
80
Order to Cash
39
Procure to Pay
69
Supply Chain
948
All Apps
6
Annual H/W
Cost
$132,370
$1,766,764
$160,000
$2,056,796
$604,066
$5,786,377
$689,500
$1,367,428
$725,097
$1,174,335
$1,339,050
$992,507
$229,466
$17,023,756
Annual S/W
Cost
$1,487,523
$12,319,686
$110,260
$2,337,000
$2,640,600
$8,955,247
$419,515
$10,847,079
$4,612,560
$1,533,635
$1,189,241
$985,330
$1,567,784
$49,005,460
Annual Int
Labor
$1,298,563
$13,169,907
$284,450
$3,619,525
$1,562,760
$19,995,282
$2,821,250
$7,456,848
$1,279,602
$3,954,234
$2,099,192
$1,107,673
$3,416,256
$62,065,542
Annual Ext
Labor
$205,085
$3,450,692
$51,101
$1,367,555
$13,947
$2,609,713
$584,032
$2,508,865
$1,413,334
$1,521,454
$342,540
$469,099
$487,953
$15,025,370
Total Annual
Cost
$3,123,541
$30,707,049
$605,811
$9,380,876
$4,821,373
$37,346,619
$4,514,297
$22,180,220
$8,030,593
$8,183,658
$4,970,023
$3,554,609
$5,701,459
$143,120,128
Strategic-Fit Ranking of Applications in a Business Process
It is a ranking between 1 and 10 that represents how strategic an application is to its business process, i.e., whether an
application is going to stay with the business process in the long term or it will be replaced by a more strategic application.
Strategic Fit
Definition
Applications with a Strategic Fit ranking of 1-4 are scheduled or being scheduled for replacement within five years
1 (lowest)
This application is scheduled to be replaced by another known application within two years and/or an active replacement project in process.
2
This application is scheduled to be replaced by another known application but the replacement project will be completed in 3-4 years.
3
This application is scheduled to be replaced by another known application but the replacement project will be completed in 5 years.
4
This application is scheduled to be replaced by another known application but the replacement project is yet to be approved and funded.
Any application whose Health Indicator is RED should have a Strategic Fit ranking of 4 or less. Target retirement year is FY2020.
Applications with a Strategic Fit ranking of 5 are a borderline case
5
This application should be replaced but a replacement application is yet to be identified and a replacement project proposed
Applications with a Strategic Fit ranking of 6-10 are strategic and will continue to be used for their business process
6
This application is currently a “legacy” or “declining” standard but no obsolesce date has been set. The vendor is viable but we would
consider replacement in the future.
7
This application is currently one of the “core” standards for the functionality it provides but it could be replaced by an application with a
higher strategic ranking 9-10.
8
This application is strategic and it is going to stay. This is a homegrown or vendor application and it gives TE a competitive advantage.
9
This application is strategic and it is going to stay. The vendor is a strategic, trusted tier-1 vendor, or it’s a strategic homegrown application.
10 (highest)
7
This application is TE's long-term strategic choice and the “core” standard. There are no future plans to replace it.
Report#1: ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)* Midpoint (5) High Fit (6-10)
Reviewed by EA, ARB
Lead/
TBD
and Strategy Leads Presenter(s) Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Luis Rocha
Multiple Processes/ ERP
14 37,347
7
3,953
1
503
6
32,891
0
0
Andreas Hintz
Product Development
74 23,223 11
438
14
1,278
48 21,408
1
100
Bill Webber
IT Management
140 21,923 28
2,014
14
450
90 19,182
8
276
Business Analytics
Brian Cozzens
Dan Wiest
Product Life Cycle
Management
Manufacturing Execution
Syam Chodagiri
Mark Fulton
Warehouse Management
154
8,986
35
2,394
43
1,195
76
5,397
0
0
20
7,469
9
2,749
6
2,197
3
2,288
2
235
38
5,885
25
404
5
26
6
5,417
2
37
Tony Leisher
Dirk Devleeschouwer
22
4,765
12
1,853
3
9
6
2,897
1
6
Lead Management
Tanveer Igatpuriwala
Robert Watson
13
4,058
9
1,197
0
0
4
2,861
0
0
TE.com External-facing
Transactions
Tanveer Igatpuriwala
Robert Watson
Dave Shaffer
Ken Chambers
25
3,497
0
0
4
1,583
19
1,768
2
146
Organization Management
Michelle Bellamy
2
3,103
0
0
0
0
2
3,103
0
0
*
8
Tony Leisher
Applications with Low Strategic-Fit Value are potential candidates for consolidation, the amounts shown are annual costs, not savings
Report#1 continued : ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)* Midpoint (5) High Fit (6-10)
Reviewed by EA, ARB
Lead/
TBD
and Strategy Leads Presenter(s)
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Master Production Schedule Stephanie Schank
1
2,835
0
0
1
2,835
0
0
0
0
Patty Black
Pricing
7
2,682
2
6
0
0
4
2,573
1
103
Sourcing and Supplier
Management
Tony Leisher
Manufacturing Operations
Management
Tony Leisher
Budgeting, Accounting and
Reporting
Chris Foreman
Thomas Panikkar
Sales & Operations Planning Stephanie Schank
Direct Procurement
Tony Leisher
Order Management
Patty Black
Bob Gadbois
Payroll
Michelle Bellamy
B2B
Dave Shaffer
*
9
18
1,939
7
87
3
37
8
1,815
0
0
37
1,930
20
1,839
5
18
5
41
7
32
23
1,917
3
5
7
148
8
1,664
5
100
8
8
1,719
1,371
1
3
119
723
6
1
1,575
29
1
4
25
619
0
0
0
0
25
1,125
8
61
6
27
4
548
7
489
12
6
729
725
0
1
0
2
10
0
462
0
2
3
267
669
0
2
0
54
Applications with Low Strategic-Fit Value are potential candidates for consolidation, the amounts shown are annual costs, not savings
Report#1 continued : ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)* Midpoint (5) High Fit (6-10)
Reviewed by EA, ARB
Lead/
TBD
and Strategy Leads Presenter(s)
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Marketing & Branding
4
591
0
0
2
20
2
570
0
0
Prasanna Deshmukh
Thomas Panikkar
Corporate Performance
7
508
3
10
1
485
0
0
3
13
Global Trade
Patty Black
Mike Grenier
Janet Hartman
Facility Management
Tony Leisher
Time and Attendance
Michelle Bellamy
Advanced Analytics
Dan Wiest
Quality Management
Tony Leisher
Inventory management
Tony Leisher
Legal, Compliance and
Governance
Andrew Merkert
Bill Webber
Product Configuration and
Quotation
Dave Shaffer
*
10
19
469
7
67
0
0
9
388
3
13
26
13
2
34
11
424
404
395
382
329
7
0
0
15
3
161
0
0
109
10
4
4
1
4
6
18
16
295
13
50
5
5
1
5
2
20
322
100
135
269
10
4
0
10
0
225
65
0
124
0
18
320
2
23
2
6
13
286
1
4
8
282
0
0
2
138
4
113
2
31
Applications with Low Strategic-Fit Value are potential candidates for consolidation, the amounts shown are annual costs, not savings
Report#1 continued : ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)* Midpoint (5) High Fit (6-10)
Reviewed by EA, ARB
Lead/
TBD
and Strategy Leads Presenter(s)
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Supply Planning
1
245
0
0
0
0
1
245
0
0
Stephanie Schank
Tony Leisher
Indirect Procurement
9
236
3
10
3
10
3
216
0
0
Billing and Payment
Chris Foreman
Thomas Panikkar
Logistics and Fulfillment
Tony Leisher
Sales Management
Prasanna Deshmukh
Recruitment and
Terminations
Training & Personal
Development
Michelle Bellamy
Sourcing and Category
Management
Tony Leisher
MRP II
Tony Leisher
Asset Management
Chris Foreman
Thomas Panikkar
*
11
Michelle Bellamy
14
206
3
11
1
21
5
60
5
113
19
8
204
194
4
2
20
5
8
3
102
71
5
1
73
10
2
2
9
107
4
140
1
14
1
3
2
123
0
0
14
110
2
43
2
6
6
44
4
16
4
83
0
0
3
47
1
36
0
0
8
58
6
34
1
3
0
0
1
21
11
57
3
7
5
40
2
11
1
0
Applications with Low Strategic-Fit Value are potential candidates for consolidation, the amounts shown are annual costs, not savings
Report#1 continued : ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)* Midpoint (5) High Fit (6-10)
Reviewed by EA, ARB
Lead/
TBD
and Strategy Leads Presenter(s) Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Travel and Expense
Management
Capital Planning and Fixed
Assets
Compensation and
Benefits Management
Credit and Accounts
Receivable
Process and Project
Management
Demand Planning &
Forecasting
Customer Service
Chris Foreman
Thomas Panikkar
6
44
2
19
0
0
3
10
1
15
Chris Foreman
Thomas Panikkar
2
27
0
0
1
3
0
0
1
24
7
26
3
10
4
16
0
0
0
0
6
20
3
10
0
0
3
11
0
0
6
15
3
6
2
6
0
0
1
3
4
15
0
0
4
15
0
0
0
0
Product Costing
Tony Leisher
Transportation
Tony Leisher
4
5
3
13
13
12
2
1
0
6
3
0
0
2
1
0
6
0
2
1
1
6
3
3
0
1
1
0
0
9
General Ledger and
Intercompany Accounting
Chris Foreman
Thomas Panikkar
3
11
1
3
2
8
0
0
0
0
*
12
Michelle Bellamy
Chris Foreman
Thomas Panikkar
Glenn Rebman
Tony Leisher
Patty Black
Applications with Low Strategic-Fit Value are potential candidates for consolidation, the amounts shown are annual costs, not savings
Report#1 continued : ARB Review Status as of 11/23/2015 – All Business Processes
Application Count and Cost by Strategic-Fit Value
Application
Business Process
IT Process
Count and Cost Low Fit (1-4)
Reviewed by EA, ARB
Lead/
Midpoint (5) High Fit (6-10)
TBD
and Strategy Leads Presenter(s)
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Treasury
Chris Foreman
Thomas Panikkar
2
11
1
5
0
0
0
0
1
6
IFRS Compliance
Chris Foreman
Thomas Panikkar
3
10
0
0
1
3
2
6
0
0
Accounts Payable and
Invoicing
Chris Foreman
Thomas Panikkar
4
10
2
6
0
0
1
3
1
0
Develop products &
services
Develop product strategy
Andreas Hintz
3
8
0
0
1
3
0
0
2
5
Contract Management
Patty Black
Available to Promise
Tony Leisher
Performance Management
Michelle Bellamy
Demand Generation
Prasanna Deshmukh
3rd Party Manufacturing
Tony Leisher
0
3
0
3
0
0
18,442
2
0
1
0
1
0
204
6
0
5
0
2
0
13,793
0
0
0
0
0
0
95
0
0
0
0
0
0
2,383
Grand Total
Andreas Hintz
2
6
0
2
6
1
1
5
0
1
3
1
1
2
0
2
0
2
948 143,120 264
0
0
1
3
0
0
0
0
0
0
0
0
385 108,501
264 out of 948 applications are going to be retired over the next 5 years. Another 204 applications, sitting on the fence with strategic-fit rank of 5, could be
retired if solution architects can investigate and identify better applications that yield a strong business case.
13
Report # 2: Applications by COE and Strategic-Fit Ranking
COE
Application Count
and Cost
Count
Application Count and Cost by Strategic-Fit Value
Low Fit (1-4)
Midpoint (5)
High Fit (6-10)
TBD
Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
GAS
250
64,685
80
8,824
41
5,565
69
49,386
60
909
GES
82
31,356
12
3,172
14
3,459
52
24,251
4
475
DCS
227
21,256
44
3,622
53
3,024
118
13,834
12
776
GIS
111
18,818
19
1,624
10
1,422
63
15,549
19
223
SRM
45
5,291
5
312
3
33
37
4,946
0
0
S-APAC
192
1,408
92
732
64
204
36
472
0
0
N-APAC
41
307
12
155
19
87
10
65
0
0
Grand Total
948
204
13,793
385
108,501
95
2,383
143,120 264 18,442
264 out of 948 applications are going to be retired over the next 5 years. Another 204 applications, sitting on the fence with strategic-fit rank of 5,
could be retired if solution architects can investigate and identify better applications that yield a strong business case.
14
Report # 3: Applications To Be Retired by COE and Retirement Year
COE
All Applications Count
and Cost
Application Count/Cost with Strategic Fit (1-4) by Retirement Year
FY2016
FY2017
FY2018
FY2019
FY2020
Cost
Cost
Cost
Cost
Cost
Count
Count
Count
Count
Count
$K
$K
$K
$K
$K
20 3,420
7
3,093
0
0
0
0
53 2,312
Count
Cost $K
GAS
250
64,685
GES
82
31,356
1
10
1
1
0
0
0
0
10
3,161
DCS
227
21,256
8
1,331
3
1,583
0
0
0
0
33
708
GIS
111
18,818
5
189
5
743
1
21
0
0
8
671
SRM
45
5,291
2
43
0
0
0
0
0
0
3
269
S-APAC
192
1,408
2
6
3
10
13
41
0
0
74
675
N-APAC
41
307
1
98
2
13
0
0
0
0
9
45
Grand Total
948
143,120
39
5,096
21
5,442
14
62
0
0
190 7,841
How to read this report: The Grand Total shows that out of 948 applications (annual maintenance cost $143M), 39 will be
retired in FY2016 (annual cost $5M), 21 in FY2017 (annual cost $5.4M), 14 in FY2018 ($62K), none in FY2019, and 190 in
FY2020 ($7.8M). GAS row shows that this COE’s 250 applications cost $64.7 million annually to support, 53 of which will be
retired by FY2020. This plan can be significantly improved by retiring more applications in FY2017/FY2018/FY2019 rather than
in FY2020 – it will require new projects to be launched in those years. Cost savings will be a portion of annual costs.
15
Report # 4: Applications To Be Retired by Process Group and Retirement Year
PROCESS GROUP
Application Count/Cost with Strategic Fit (1-4) by Retirement Year
All Application
Count and Cost
FY2016
FY2017
FY2018
FY2019
FY2020
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
14
37,347
0
0
3
2,995
0
0
0
0
4
958
99
30,707
2
10
2
1
0
0
0
0
16
3,176
161
22,182
11
372
3
725
2
24
0
0
17
923
156
9,381
2
110
2
1,569
0
0
0
0
31
714
112
8,192
3
982
6
59
1
3
0
0
50
1,305
54
8,031
5
1,186
0
0
0
0
0
0
6
17
69
5,701
9
1,415
0
0
5
16
0
0
17
540
79
4,968
0
0
1
8
1
3
0
0
20
102
14
4,813
1
119
0
0
0
0
0
0
0
0
53
4,514
2
43
1
14
2
6
0
0
2
6
39
3,555
1
714
2
68
1
3
0
0
11
40
89
3,124
3
145
0
0
2
6
0
0
15
58
9
606
0
0
1
3
0
0
0
0
1
3
948
143,120
39
5,096
21
5,442
14
62
0
0
190
7,841
Grand Total
How to read this report: The Grand Total shows that out of 948 applications (annual maintenance cost $143M), 39 will be retired
in FY2016 (annual cost $5M), 21 in FY2017 (annual cost $5.4M), 14 in FY2018 ($62K), none in FY2019, and 190 in FY2020 ($7.8M). The
“Concept to Market” row shows that this Process Group costs $30.7 million annually to support 99 applications, 16 of which will be
retired by FY2020. This plan can be significantly improved by retiring more applications in FY2017/FY2018/FY2019 rather than in
16 FY2020 – it will require new projects to be launched in those years.
ERP/ Multi Processes
Concept to Market
IT Processes & Tools
Data to Insights
Manufacturing
Lead to Quote
Supply Chain
Order to Cash
Demand to Build
Hire to Retire
Procure to Pay
Budget to Report
Connect to Engage
Report # 5: List of 60 Applications by COE with Retirement Year FY2016 and FY2017
COE
DCS
DCS
DCS
DCS
DCS
Application Name
Process Group
Total Annual
Cost
Retirement
Year
Lead to Quote
Lead to Quote
Lead to Quote
Lead to Quote
Data to Insights
$
$
$
$
$
521,147
278,593
256,023
130,072
105,200
FY16
FY16
FY16
FY16
FY16
DCS
SFDC - ENERGY
SFDC - CENTRAL ORG
SFDC - AD&M
SFDC - CIRCUIT PROTECTION
Trends Analytics
TYCO ELECTRONICS LEARNING MANAGEMENT
SYSTEM (GEN21)
Hire to Retire
$
40,000
FY16
DCS
SFDC - EXECUTIVE DASHBOARD
Lead to Quote
$
1
FY16
DCS
GET A ROOM
IT Processes & Tools
$
1
FY16
DCS
DCS
IBM COGNOS 10 APPLICATION AND REPORTING
DST DATA SUBMISSION TOOL FOR HR
Data to Insights
Hire to Retire
$
$
1,560,000
13,800
FY17
FY17
DCS
GAS
GAS
GAS
GAS
GAS
GAS
GAS
GAS
GAS
GAS
ENVISN - COGNOS ADMINISTRATION TOOL
MOVE
PURCHASING(POLIS)
AMP MANUFACTURING SYSTEM (AMS)
SHOP FLOOR CONTROL (HP3000)
ENVIRONMENTAL, HEALTH AND SAFETY
STATISTICAL WEB APPLICATION
HP PPM (VANILLA)
Easy Vista
FOREIGN TRADE COMPLIANCE
ZOE
Data to Insights
Supply Chain
Procure to Pay
Manufacturing
Manufacturing
Budget to Report
Demand to Build
IT Processes & Tools
IT Processes & Tools
Supply Chain
Supply Chain
$
$
$
$
$
$
$
$
$
$
$
9,400
1,250,000
714,172
714,172
267,900
141,000
119,100
108,002
30,000
25,000
13,432
FY17
FY16
FY16
FY16
FY16
FY16
FY16
FY16
FY16
FY16
FY16
GAS
I-XPORT
Supply Chain
$
7,500
GAS
In-Trade
Supply Chain
$
GAS
In-Trade - Juarez
Supply Chain
GAS
Codice
GAS
COE
Process Group
Total Annual
Cost
Retirement
Year
IT Processes & Tools
ERP/ Multi Processes
ERP/ Multi Processes
ERP/ Multi Processes
Procure to Pay
$
$
$
$
$
4
2,100,004
820,000
74,500
63,000
FY16
FY17
FY17
FY17
FY17
GAS
HP PPM (LEGACY MERCURY)
TE UK LEGACY
Ampics South America
P3
eQuote
QUALITY NON-CONFORMING AND ENGINEERING
AUDIT (LINCS)
Manufacturing
$
30,000
FY17
GAS
GAS
GES
RPC
CAS
LEANKM - Pumacy
Procure to Pay
Concept to Market
Concept to Market
$
$
$
5,200
100
10,001
FY17
FY17
FY16
GES
GIS
PART INQUIRY
INTERNAL ENTEPRISE PORTAL
Concept to Market
IT Processes & Tools
$
$
1,001
115,000
FY17
FY16
GIS
EXTERNAL COLLABORATION WORKSPACES
IT Processes & Tools
$
70,000
FY16
GIS
BISCOM FAX SERVER
IT Processes & Tools
$
1,800
FY16
GIS
GIS
GIS
GIS
GIS
GIS
ESKER FAX-SERVER
CodeSoft
Remedy
SHAREPOINT 2010
WEBSPHERE APPLICATION SERVER
Andon
IT Processes & Tools
Manufacturing
IT Processes & Tools
IT Processes & Tools
IT Processes & Tools
Manufacturing
$
$
$
$
$
$
1,800
100
331,000
226,000
168,000
10,000
FY16
FY16
FY17
FY17
FY17
FY17
FY16
GIS
N-APAC
Guard2
JCDC WAREHOUSE
Manufacturing
Supply Chain
$
$
8,000
97,603
FY17
FY16
6,480
FY16
N-APAC
Order to Cash
$
7,521
FY17
$
6,000
FY16
N-APAC
DIPS
Goods Return Request and Status Management
System
Manufacturing
$
5,000
FY17
Supply Chain
$
5,500
FY16
S-APAC
Meeting room Booking system
Budget to Report
$
3,195
FY16
BUSINESS OBJECTS FOR TAX DEPT
Data to Insights
$
5,000
FY16
S-APAC
Hire to Retire
$
3,195
FY16
GAS
SEER
Supply Chain
$
3,384
FY16
S-APAC
Selling Meals System
SD Track - Customer Master Creation Tracking
System
Connect to Engage
$
3,175
FY17
GAS
IFX - INTERNET FILE TRANSFER
IT Processes & Tools
$
2,003
FY16
S-APAC
QA Checker System and OGP Report
Manufacturing
$
3,165
FY17
GAS
Sage
Budget to Report
$
1,000
FY16
Project Sheet AUT
Concept to Market
$
90
FY16
S-APAC
SRM
SRM
SPC Chart System
Trustwave Network DLP - Vericept
CPI - Computer Packages Inc
Manufacturing
IT Processes & Tools
IT Processes & Tools
$
$
$
3,165
23,000
20,000
FY17
FY16
FY16
17
GAS
GAS
GAS
GAS
GAS
GAS
Application Name
Report # 6: All BU-Managed Applications by Segment and Strategic Fit
Application Count and Cost by Strategic-Fit Value
SEGMENT
Application
Count and Cost Low Fit (1-4)
Midpoint (5) High Fit (6-10)
TBD
Count Cost $K Count Cost $K Count Cost $K Count Cost $K Count Cost $K
Global
13
1,160
1
0
1
260
9
840
2
60
Communications
6
905
0
0
1
205
1
679
4
21
Transportation
18
904
4
622
3
124
2
67
9
91
Industrial
37
719
15
402
6
12
7
124
9
182
Grand Total
74
3,688
20
1,024
11
601
19
1,709
24
354
BU-managed applications are in BU budgets, not in TEIS budget. This is not a complete list of all BU-managed applications, just the ones TEIS
is aware of.
18