1. 3 Step Upgrade Anton Chilton – SVP Global Services - QAD
Jeff Kohagen – Consulting Manager - QAD

2. 3 Step Upgrade Plan 1 2 3
Value
Plan
Deliver

3. Recent Enhancements, New Modules
2007
MANUFACTURING
EXECUTION
WORKBENCH
JUST-IN-TIME
SEQUENCING
TRANSPORTATION
MANAGEMENT
DESKTOP
SHIPPING
SALES FORCE
AUTOMATION
.NET UI
2007
MARKETING
AUTOMATION
QAD ENTERPRISE
APPLICATIONS 2007

4. Recent Enhancements, New Modules
2008
GLOBAL
ENTERPRISE
EDITION
ENHANCED
CONTROLS
MOBILE
FIELD
SERVICE
PRODUCTION
SCHEDULER
WORKBENCH
CONFIGURATOR
.NET UI
2007
DEMAND
MANAGEMENT
DISTRIBUTED
ORDER
MANAGEMENT

5. Recent Enhancements, New Modules
2008
2009
CUSTOMER RELATIONSHIP MANAGEMENT
SERVICE & SUPPORT MANAGEMENT
FIED SERVICE SCHEDULER
MOBILE
FIELD
SERVICE
PROJECT REALIZATION MANAGEMENT
PRODUCT INFORMATION MANAGEMENT
REPORTING FRAMEWORK
OPERATIONAL METRICS
ENTERPRISE FINANCIALS

6. QAD Enterprise Applications Development
March
2007
September
2007
March
2008
September
2008
April 2009
2002
2005
MFG/PRO eB2
MFG/PRO eB2.1
QAD 2007
QAD
QAD 2008 EE
QAD SE
QAD EE
QAD SE
QAD 2009 EE QAD 2009 SE
QAD Standard Financials
Shared Services Domains
QAD Enterprise Financials (EF)
QAD Internationalizations

7. New Features - EE COA Mask Self Billing Tax Registers
Now on shared set level
Allows for a global chart of accounts with control on local (domain) combinations
Self Billing
Tax Registers
Tax register create
Italian tax registers

8. New Features Statutory Currency Shared Set Merge
Daybooks / AP Daybook Sets
Regional Balance Sheet / Income Statement
SSM
Accrued / Deferred Revenue Reports
Operational Metrics
Picklists for Depot orders

9. New Features International Legal Documents Reporting Framework
Supports documents for shipping / receiving documents
Control file setting to keep invoiced sales orders
Reporting Framework
Create reports directly from browses
Use EE financial browses

10. Upgrade Considerations10

11. QAD 2009 EE Upgrade Considerations
Financial / Regulatory
Business
Implementation
Technical
Security
Customization
Reporting
Tools
Training
Upgrade Plan

12. Financial / Regulatory
Considerations 12 12

13. Financial / Regulatory Considerations
Internationalization – localizations are removed
International regulatory functionality incorporated in base product
Can impact all users
Time phased consolidation of international requirements

14. Business Considerations14 14

15. Considerations Understand your objectives in upgrading
Reporting requirements
Business analysis requirements
Is there a clear definition and understanding regarding shared services requirements ?
Measure baseline metrics before upgrade
Degree of change management or managing change that will be required
Is there a definitive list of customizations
Is there an understanding of frequency of use
Is there an understanding of who owns each customization
Is there an understanding of what each customization does.
A go forward review and migration strategy for all customization will be required
Every go forward customization will have to be domainized
Customizations must be reviewed for compliance to .NET Standards, and to determine impact of schema changes 15

16. Business Considerations
The amount of business process reengineering that is envisioned to support initiatives such as Lean, Shared services, etc.
Customer Service Applications
Support Operations
Accounts Receivable
Accounts Payable

17. Business Considerations
General Ledger
Expanded Account Structure
New Reporting Structure
Format Positions Removed
Additional Setup
Business Relations
Shared Services AP AR

18. Business Considerations
Is there an understanding of what new functionality is available or net change from legacy version?
Will there be new features and functionality the business will be taking advantage?
Enhanced security
CRM
Lean manufacturing
PIM
Production schedulers
EAM
CSS
Configurator
Warehousing

19. Implementation Approaches19 19

20. Implementation Considerations
Is this project considered a new implementation, technical upgrade or is it a reimplementation
Will a business process assessment (BPA) be required
Will business process reengineering (BPR) be required
Is this project a “lilly pad” for another upgrade – If so, how can it be positioned for the next upgrade

21. Re-define Business Processes
Upgrade Scenarios
Technical Migration with data conversion
Customization
Data
Conversion
Small
Process
Changes
Optimization
Technical Migration without data conversion
Conversion
Data
Load
Small
Process
Changes
Optimization
NOTES FOR LYNNBoxes instead of buttons
And 1st large box is a project & 2nd box is a project (optimization)
1:1 Convert Database
Data setup still fits the needs
Historical data important to keep
Reload master data
Data setup needs to be changed
and/or cleaned up
Historical data is not important to keep
or even in bad shape
Small Process Changes
Replacement for customizations with:
Standard functionality
Output management
Data warehouse/ BI
Process changes that are more effective
to do now, then later as optimization.
Re-implementation
Business concept and processes are changed
Setup master data is changed dramatically and/or poorly maintained
Historical data is not important to keep or even in bad shape
A lot of new functionality to implement, that has to be done on that moment and cannot be postponed to an optimization phase
Standardization
It is a real new start
Re-Implementation
Re-define Business Processes
Non-Intrusive
Customizations
Data
Load 21

22. Centralize/Standardize First
QAD MFG/PRO
8.6, 9.0, eB, eB2
QAD 2007 QAD 2008 Standard Edition
QAD Enterprise Edition
ERP
Database
Plant 1
ERP
Database
Plant 1
ERP
Database
Plant 1, 2 and 3
ERP
Database
Plant 1, 2 and 3
ERP
Database
Plant 2
ERP
Database
Plant 2
ERP
Database
Plant 3
ERP
Database
Plant 3 22

23. QAD 2009 Enterprise Edition
Migrate first to QAD 2009 Enterprise Edition, than Centralize and Standardize
QAD MFG/PRO
8.6, 9.0, eB, eB2
QAD 2009 Enterprise Edition
ERP
Database
Plant 1
ERP
Database
Plant 1
ERP
Database
Plant 1, 2 and 3
ERP
Database
Plant 2
ERP
Database
Plant 2
ERP
Database
Plant 3
ERP
Database
Plant 3 23

24. Technical Considerations24 24

25. Technical Considerations
Architectural
Number of databases
Number of domains
Options
Single database with multiple domains
Multiple databases with multiple domains
Single database with single domain

26. Technical Considerations
Database and domains considerations
Strategy for points of failure (single or multiple)
Database maintenance or shutdowns strategy
Language considerations in the same database
How many sites are you willing to upgrade at once
Time zone considerations

27. Security Considerations27 27

28. Role Based Security
All application security in QAD 2009 EE is role based
Roles are defined for each discrete area of the business using Segregation of Duties concepts
Roles are linked to menu functions using Role Permissions
Users are assigned access to Domains and Entities
Users are assigned to roles for Entities and Domains
Tools provided for the automatic loading and editing of default roles and permissions
XML integration already available

29. Customization Considerations29 29

30. Customization Considerations
The number and types of customizations to the legacy system
Is there a definitive list of customizations
Is there an understanding of who owns each customization
Is there an understanding of what each customization does
Plan to replace customizations with standard functionality
Remember - every customization in a multi domain database will need to have the domain key added
API’s and interfaces to 3rd party software
Needs to be fully identified and go forward strategy developed
Is it within scope to update 3rd party software solutions
QXtend – Integration Framework

31. Reporting Considerations31 31

32. Reporting Considerations
Requirement
Solution
Ad hoc reporting
Inquiries
Typically a one-time request for data
Standard reporting
Typically run weekly, monthly, etc.
Fairly static in layout, query parameters, etc.
Can be run in batches and on a schedule
Forms and labels
Invoices, orders, etc.
Package labels, barcodes
BI reporting
Data Warehousing
Metrics/models
OLAP reporting
.NET Browses
.NET Reporting
QAD BI 32

33. Workbenches, Browses, Collection
Pre-set with user ability to change and create new

34. Reporting
Create New, start with Browse, or modify Existing QAD reports
Add images, graphs and other controls
Additional Features
Windows Task Manager Schedules
Output documents, Excel, PDF
Release with QAD EA includes samples
Existing reports converted over time
Sam pl make a 3 screen build
Support forms and reports
2009 EE and SE – (Financials still has Crystal)
Core functionality – set-up, printing, displaying, generating to doc, excel or pdf
Integrated designer – WYSIWYG
Right click to design mode for fonts, colors, fields, layout, etc
Includes the ability to print Bar codes
Future – Document mgmt, replacement and standardization of current reports 34

35. Business Intelligence
QAD BI 3.0
Business Intelligence
Return
“Value -- for customers, shareholders and
employees -- is either created, compromised
or destroyed every time a decision is made
inside an organization.”
Available NOW for Early Adopters
GA in March 2010
Want more information?
Monica Borrell
talking notes: QAD BI 3.0 is our enhanced BI offering. It has a new architecture, enhanced business content. It allows data to be consolidated from both QAD and non- QAD data sources. Please contact Monica Borrell at for more info
What resonates?
QAD Proprietary

36. Tools
Considerations 36 36

37. Standard Conversion Tool Domain Merge Tool Custom Code Conversion Tool
Tools
Standard Conversion Tool
Domain Merge Tool
Custom Code Conversion Tool
Program Tracer Tool
Non-intrusive customization framework 37

38. Standard Conversion Tool
Background
Finance module tables re-built
Conversion guide
Document of the conversion process and required information
Pre-conversion utilities
Define basic set up decisions, and produces data integrity reports
Conversion
Typically need to run multiple test conversions
Post conversion validation
Configuration 38

39. Training Considerations39 39

40. Training Considerations
Consider Enterprise Financials as an implementation of a new module – Core Team
Introduction to EE (5)
Advanced Financials (4)
Security (1)
Reporting Framework (3)
Non-intrusive customization (5)
System admin (4)
Conversion (3)
Assess the training needed for the operational modules

41. Training Considerations41

42. Easy On Boarding
Place holder

43. Appendix
Upgrade Plan

44. Q-Advantage Implementation Methodology
Plan
Design & Configure
Test &
Accept
Deploy & Evolve
Implement
Manage
Kick-off Project
Complete Process
& Technical
Design
Train
End Users
Complete Final
Data Load
Agree on
Business Process
Solution Design
Train Core Team
Complete Data
Validation &
Functional Testing
Execute Cut-Over
Plan
Agree on Project
Controls
Build System, Scripts &
User Procedures &
Convert Data
Complete System
& Performance
Testing
Post-Launch
Evaluation
QAD Consulting uses a proven methodology - based on our extensive and deep industry expertise - when helping clients to implement and customize QAD solutions.
We have a set of best practices templates that helps you optimize your operations and get up & running quickly and smoothly.
We work with your team of Key business resources, IT staff, and end users, to transfer knowledge, streamline business processes and promote self-sufficiency.
For companies with multiple sites being implemented, we support a Core Model implementation, which develops a core solution package per your recommendation
that can be used to Quick Start additional site implementations.
The Plan Phase –Adequate planning assures the fit and value of the result and paves the way for fewer problems later. What starts right tends to stay right.
The Kick Off Meeting sets the project direction and objectives. Objectives are clarified and a plan and schedule to complete the Plan Phase are completed.
The Business Solution Design results from identifying issues with the current business solution and defining Business Processes supported by QAD arriving at interface, 3rd party and custom requirements.
Establishing Controls & Policies assure that the project is directed as cleanly as possible and pre determines how risk and problems will be addressed and managed avoiding unnecessary conflicts.
The Project Plan lays out what tasks must be completed when and by which resources to produce the desired deliverable, “Successful Solutions on time and on budget” Wise use of Customer Resources help for a “Center of Excellence” to support end users and future implementations and roll-outs
Many projects involve the implementation of multiple locations and entities. The development of a core model that delivers a foundation solution can then facilitate rapid and quality roll-outs to subsequent locations.
The Design & Configure Phase – Building the solution blue print builds the solution tailored to produce your desired results.
A complete functional and technical design that focuses on the desired business processes that drive improvements is created and documented.
Training a team of your key process owners assures the design is your design and involving them in the design and configure process builds internal expertise and self sufficiency for continual improvement.
As part of the design process the system is built, meaningful test scripts are developed all of which lead to documented User Procedures to help manage the change for End Users.
Solutions to identified gaps are designed, documented, developed and tested to assure they work and can be supported.
All of the above are developed, tested, refined and validated through a planned series of increasingly more precise Conference Room Pilots or prototypes. Your participation in this develops internal experts and change facilitators. At the end, the solution is very complete picture of how you will do business in the future. The resulting CRP will often be used to jump start the pilot phase for other plants or locations.
The Test & Accept Phase – Training and using End Users to validate the process, procedures, and performance of the system to assure readiness for live processing.
End Users are trained by Customer Project Team using Process Procedures developed and refined in prior phase
Data is loaded and End Users validate Functionality by executing a day in the life, and assuring results are correct.
System and performance testing is complete as End Users execute a day in the life, putting a full days stress on the system.
Customer Project Managers and Team Leads evaluate Test Acceptability and advise changes as necessary for re-testing.
A plan is developed for cut-over to live processing as well as deployment of the solution to all users and sites.
The Deploy & Evolve Phase – Pinal preparations, beginning and supporting live processing and assuring the solution is optimal on an ongoing basis
Prior to beginning live processing data is loaded up to the date of cut-over to assure a seamless data transition
The plan created previously for cut-over is executed for transaction processing, reporting, and closings, while being supported by QAD consultants.
As each part of the cut-over plan is executed, it is evaluated. At the end of the cut-over plan the project and current state are evaluated again to assure that any issues and improvement opportunities are addressed.
Support and maintenance is transitioned from the QAD Project Team to AMS.
If the implementation include rollouts to additional sites or a Core Model, adjustments to the Core Model and Rollout Plan based on the resulting implementation are completed.
Communication and Change Management - Every project will introduce significant changes to the work being performed and opportunities for miss-communications.
The methodology stresses managed communications both through the early agreement on project controls and policies, but also by calling out key communication points.
Change Management is facilitated through involvement of Key Users in the design, and development of End User Training and Procedures. A focus on specific other change management steps are available when desired.
Program / Project Management – Critical elements of Program / Project Management are integral to the methodology starting with agreeing on project Scope in the form of the Business Solution Design, project controls in the form of the Program/Project Management Plan, and resources and scheduling in the form of the Project Implementation Plan. Ongoing Risk evaluation and analysis as well change control tools and processes are also integral to the methodology. The Change Control Policy defined in the Program/Project Management Plan clearly controls the process for changing both Functional Scope (Business Solution Design) and Project Work Scope (Project Implementation Plan. Incident and requirement changes are controlled through reports and logs. Project Team and Steering Committee meetings keep issues and change requests within the bounds of the project. Frequent Risk Assessments, assure the impact of external influences are mitigated and included in planning and ongoing assessments. Sign-offs assure closure to project deliverables and major phases.
Agree on Project
Plan & Resources
Develop, Deliver
& Test
Custom Solution
Conduct
Stakeholder
Validation Session
Manage
Applications &
Support
Determine Core
Model / Rollout
Requirements
Validate / Refine
Solution
via CRP Cycles
Develop Cut-Over
& Deployment
Strategy
Adjust Core Model
& Rollout Plan
Communication & Change Management
Program & Project Management 44

45. Sample Plan Phases 0 - Engage 1 - Plan 2 - Design & Configure
3 - Test & Accept
4 - Deploy & Evolve

46. Phase 0 - Engage Complete Customer Profile
Customer Full Product Presentation
Functional Scope Workshop
Technical Interview (infrastructure, sizing)
Customization Scope

47. Phase 1 - Plan Initiation Activities
Present Scope & Assumption (operational changes vs technical upgrade)
Kickoff & Train on Methodology
Project Management Planning Workshop
"Present PMP - Org, Policies, Change Process"
Multi-Site Strategy Workshop
Quality Assurance Planning Workshop

48. Phase 1 - Plan Change Management Strategy WS
Business Solution Design Activities
Custom Systems Design & Estimate
Present Process Packaged Process Maps & Demo Execution
Process Gap Analysis if Required & Resulting work as Change Order
Project Implementation Plan WS
Baseline Measurement Workshop (metrics)
Phase Closure Activities

49. Phase 2 – Design & Configure
Technical Team Training
2009 EE Installation Class
2009 EE Administration Class
QAD Reports Training
2009 EE conversion training
2009 Non intrusive customization layer training (confirm that this includes xml loads)
Security training
Infrastructure development
Install project environment
Customer Database Review/Prep
Data conversion test #1
System performance test planning
Core Team Training
User Interface training
Introduction to EE Financials
2009 EE Advanced Financials

50. Phase 2 – Design & Configure
Solution Design
Data conversion review
GL - process design
AP - process design
AR - process design
Reports
Develop security model
Development activities
Programming tasks
Third party integration
CRP Cycles
CRP1 - initial pilot / prototype
Create test scenarios / scripts
data conversion # 2
Execute scripts
CRP report out
Issue review

51. Phase 2 – Design & Configure
CRP 2
Update test scenarios / scripts
data conversion # 3
Execute scripts
CRP report out
Issue review
Documentation
Work aids
GL - work aids
AP - work aids
AR - work aids

52. Phase 3 – Test & Accept Develop and Agree upon Test Plan
Acceptance Test Preparations
Conduct End-user training - for User Acceptance Test
Conduct Final Acceptance Tests
Conduct Performance Tests
Phase Closure Activities

53. Phase 4 – Deploy & Evolve Develop cut-over plan
Complete production system preparation
Full end user training
End user practice sessions
Migration activities
Go Live conversion
Support post live processing
Close and handover project
Prepare for next site installation