DPIRD
Stakeholders/Power Map
Profile
SECTOR
Govt Sector
Agriculture, Fisheries, Regional Development
RESOURCING
SERVICES
MATURITY LEVEL
BUDGET/SPEND/RATES
SCALE/OPPORTUNITY
PROBLEMS
RISKS
ENGAGEMENT GOALS
RELATIONSHIPS
TECHNOLOGY
OUR VALUE PROPOSITION
COMPETITORS
COMMERCIAL ARRANGEMENT
Other Vendors
N/A for quality services - will confirm at meeting with CIO
Direct Hire
They have considered this and have advertised
Client Vision/Goals/Motivators
MARKET SHARE
Disruptors
Market Influencers
Competitors: None
Client to other suppliers
Planit to Client reps
Client Side Resources
Planit Engagements
Services
Collateral
Technology experience/accelerators
Sector Experience
IP
Market differentiators
Free handovers
Best Talent
ORGANISATIONAL VISIBILITY
Departments we don't know
Key Stakeholders we don't know
Development Roadmap
IS/Org Strategy
Agreement
Target Numbers/Duration
Profitability
Branding/Referrals/Reputation
Within Sector/Market
EXEC/Procurement
PROGRAM
PROJECT
DEPARTMENT HEADS
Sue Wilson (CIO)
Mohana (2IC to CIO)
Tony Checker
Nicole Byrne
Richard Lennerts (E.Architect)
Size: 1200 staff approx, 1 tester
Murali (Test Manager)
Carol Binning (Deputy Director)
Teena Shervington (Director of Strategic Programs)
Outside CSBP
Departmental Heads
CBSP other PMs
Don with CIO and 2IC
Objective (RDBMS vendor)
Oracle (Finance)
Ascender (Finance)
Oracle Financials
Finance Platform
(prior to this they had Oracle EBS)
Integrated Technology Platform
Objective RDBMS
Records/Document Management
1 Test Manager
Murali - TM, manual, auto, perf, security
CBSP 11 resources
Mark
Chad
Glendy
Xander
Gunner
Innes
Marie
Khushboo
Noriza
Swetha
Eva
One DPIRD
Don
Xander
Program level
Disorganised/unstructured
Ascender
Strategy
Use products out of the box
Quality
Hasn't needed to mature as it's 1 person who is capable but hasn't created reusable assets
Delivery Approach
Unstructured waterfall
Agile: not on the horizon
Use Solutions out of the box
Unification of 3 Departments into common systems
Fish
Agriculture
Regional Devt
No resourcing for BAU despite all new Enterprise systems
Huge backlog of Defects and outstanding requests
Internal capability: 1
Vendors leave at end of Contract
Logistics of state-wide solution delivery
Inefficient in Quality practices/delivery
Fear of DG/press
Unknown
Meeting booked with CIO and 2IC to determine/influence their approach
Govt funding
Contacts leaving
Large spend for Program
BAU appears light
Rates: Med-high margin on Planit rates over med-long term
Solicitation
Contractors
Move to vendor/SIs delivering/testing own solutions
3-6 as ongoing Test team
Lead
Engineer
Auto
Performance
TPO
PROPOSED
DELIVERED
Automation
Performance
Security
Test Management
Manual Testing
Independent SoWs
No MSA
Meeting booked to discuss approach to progress
Spend to Date: $1million
GM 55.9% margin
FY21/22
Experience in all new Enterprise products
Understand delivery landscape
Large government footprint in WA
N/A
Oracle Financials:
AFG - man, auto and perf
Freo Ports - mgt and man
SJoG - mgt and man
MSA discounted rates
Tools agnostic
Permanent workforce (IP retention)
Agnostic delivery approach/experience
Scalability (size of staff)
Diverse Quality Services portfolio
Commercially competitive
Flexible Commercial engagements
MSA with exclusivity for BAU and future Programs
Expand to Auto, Perf, Security as already proposed
Strategic advisor, help reshape Quality delivery roadmap in alignment with business vision
Maintain/increase margin with ratecard
Core permanent resources
Appetite for resource rotation from A to C
3-6 ongoing
Include DPIRD in customer experience survey or client testimonials (Gartner or internal)
Continue to receive strong positive client feedback
Referral for RFX
Don with Tony, Nicole, Murali
Don and Graham with Richard (EA)
Will determine at meeting booked with CIO and 2IC
Caroline Egan - PM
Kavan Guanasagran
Project officer