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Modernization Strategy for
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Transforming Monolithic Application to Micro Services and Frontend

Executive Summary

Qentelli LLC (Qentelli) thanks NCH Corporation (NCH) for providing us the opportunity to respond to the RFP for a strategic IT Partner. We understand the vision of the RFP is to help NCH in consolidating and enhancing the ability to develop and maintain software systems operated by NCH.

The key objectives from a business and technical perspective are outlined below

BUSINESS OBJECTIVESENGINEERING OBJECTIVES
1. Consolidate, optimize, and improve the IT footprint, spend and efficiency1. Complete core IT Projects on Oracle EBS platform across EAS, Marketing, Global Business and other areas & move to “Evergreen” status
2. Allow for a lean IT Operation with the ability to scale as needed in specific areas globally, without needing NCH to sign multiple local contracts2. Complete Roadmaps across Infrastructure, Security and Support Operations

Qentelli believes our proposal addresses these objectives and much more. As such, Qentelli is pleased to respond to NCH with the following foundational and guiding principles for the proposal:

 

Company Overview

Qentelli is a technology company that accelerates digital and cloud transformation journeys through implementation of DevOps, Automation, Agile, and next gen technologies in AI including Machine Learning & Deep learning.

We help clients to deliver software faster, more efficiently and affordably. Qentelli is headquartered in Dallas, TX with a global presence. The services teams are powered by the Innovation Group that provides the thought leadership, problem-solving and technology needed for modern applications. Our Intellectual Property which includes AI based products/tools, frameworks, methodology and process playbooks help accelerate and deliver Digital Transformation, Cloud Adoption, DevOps, and Quality Engineering solutions to our customers. Some of our experience in the BFSI Space that underscores our expertise in the services in the scope of this RFP include:

We believe that our proven expertise in Digital Transformation makes Qentelli the vendor of choice for this initiative. Qentelli Executive Leadership team assures NCH that it fully aligns with and will go the extra mile to help achieve the above objectives.

To meet the goals for this RFP, Qentelli will align with the IT functions at NCH today and provide support across the different tracks.

Key Pillars of the Solution

People

In such large Transitions, it is critical to ensure that

 

Process

Qentelli’s approach to this initiative will follow a well-proven Framework that integrates all the other pillars of the solution. The Framework is a directional aspect with each function within IT having its own set of Processes, Tools, Structure, Governance and Reporting. Here, we are addressing our perspective for the whole of IT.

The Framework consists of the below central Themes:

KPIs and Metrics

The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout software organizations. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are performing across the enterprise.

The KPIs should help the teams and management make decisions based on the value at a point in time or trends over time. If no decisions are being made, then the metric needs to be reviewed for usefulness.

It should also be recognized that KPIs/Metrics can and must change over time. When you start the process, you may focus on certain metrics to ensure that your baseline objectives are being met. After the baseline has been achieved and your team has adopted the practices, you should move to a different set of metrics to track how the team(s) are evolving.

From our experience, we have observed the following:

KPI Program – Our Approach

The following framework defines the steps starting from metrics definition to measurement to continuous improvement.

 

GQM for Metrics Definition

A typical template used for identification of metrics with some samples is provided below:

Business Goal 

Questions 

Metrics 

Notes 

Bring New Products and Features quickly to the market 

What factors impact time to market? 

 

What is our current baseline? 

 

What is our current process to introduce new features? 

Lead Time to Deploy 

Average Cost per Feature 

People utilization 

 

 

There may be other metrics that can be defined based on detailed answers to the questions 

Prevent Issues from being discovered by the Customer 

What are our Quality assurance parameters? 

 

How do we detect issues before the customer does? 

Defect Density per feature (can be categorized by size of feature) 

% of Customer reported incidents that already have an open ticket 

Defect Density is a measure of # of defects detected by the team before release to UAT / Production. This needs Unit tests, QA coverage (Manual and Automation) etc. 

Technology

As outlined in each Track, we bring extensive expertise in different IT Domains, including Enterprise Platforms such as Oracle EBS & Salesforce, custom-developed Apps, DevOps, Network & Infrastructure, Enterprise InfoSec & Business-as-Usual across multiple geos.

A humming Technology organization will usually have solutions for almost all areas shown below – Qentelli’s responsibility is to make it leaner and transparent

 

Track-Level Solutions

A summary of the different Tracks and our approach is described here – please refer to the detailed RFP Response for each track.

Track 1: Process Change

We plan to introduce a Portfolio Approach to IT Capacity through the use of Quarterly Planning Cycles and an enhanced Demand Management process to manage change, prioritize business requests, scale capacity and institute chargeback models.

We will continue to use Ivanti and ServiceNow to manage Demand across NCH IT.

Track 2: Oracle EBS

We will apply a dual service delivery model for this stream as described below:

The plan is to retain, replace or augment as necessary to enable the delivery of Oracle EBS resources for technical & functional areas, while optimizing Oracle support.

Track 3: EAS Marketing

Similar to Track 2, we will adopt an Application Delivery Stream Global Order Entry and rollout for EU/other regions including China rollout in 2024 along with support for existing apps such as current Order entry system, NCH Live & SCORE.

Qentelli proposes a 4-phase process in this engagement.

Track 4: Cloud Migration

Qentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical steps

SQL Server Migration

Qentelli understands NCH is running MS SQL Server for many of their applications. This document identifies the current SQL Server landscape and proposed migration below:

As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloud

Key considerations while planning database migration

Patch Management Policy and Procedure

Qentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:

Desktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.

Track 5: Infra Management

Qentelli Infra support team considers NCH IT infrastructure & Security Services as a highly specialized service, designed for information management systems based on Oracle, Salesforce, MS SQL, Cloud, Mobile and other diversified platforms.

Qentelli will follow certain IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.

IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAs

Track 6: Shadow IT Analysis & Recommendations

Shadow IT is a reality in most organizations and reflects the demand for Information Systems from Business to remain competitive and to drive efficiency. However, Shadow IT systems can pose serious risks to the organization including Financial, Legal and Compliance issues.

Qentelli will set up a Core team consisting of Infra, Application, Cloud, and other specialists to perform an Assessment of all Business verticals. At the end of the Assessment, this team will produce an “Inventory” of all IT systems (including hardware, software, subscriptions, storage, and other tools), along with details on use case, costs, contracts, and other information.

Based on this inventory, NCH and Qentelli can decide which areas to bring in scope for IT.

 

We recognize and appreciate that one of NCH’s core objectives for this RFP is to run a cost-optimized IT function. To help in achieving this goal, Qentelli offers the following commercials

Pricing Summary

Year

Professional Services Cost

NCH

Current Spend

 $                            12,863,742.00

Qentelli

Year 1

 $                            12,363,742.00

Year 2

 $                            11,363,742.00

Year 3

 $                            10,863,742.00

Cumulative Savings with Qentelli for the span of 3 Years : Professional Services

 $                           2,000,000.00

What is included in this pricing

What is excluded from this pricing

Pricing Assumptions [Important to confirm by NCH]

Value Proposition to NCH

The RFP response has more details, but here are some of the benefits that Qentelli is uniquely positioned to underwrite for NCH.

We are excited to bring our proven expertise in IT for Enterprises such as NCH and we hope to be the vendor of choice to NCH and your long-term strategic technology partner. Along with our Executive Leadership team, we assure NCH to go the extra mile to help achieve your business objectives.

With Appreciation and Excitement,

Sanjay Jupudi

Founder & President

SanjayJ@Qentelli.com | +1 469 600 0696

Prasanna Singaraju

Founder & CEO

Prasanna@qentelli.com | +1 469 600 3217

RFP Track 1: Process Change and Demand Management

Business Demand vs IT Capacity Management

We will continue to use Ivanti and ServiceNow to manage demands on IT Capacity across NCH – to track Real time access to demands and know what’s coming next from every Business function in the organization. Centralized Demand Management process provides a central hub to manage and prioritize demand.

Key steps:

4. Introduce Quarterly Planning cycles with Business and IT leaders to plan for planned requests on IT Capacity

5. Ad-hoc requests during the quarter will be considered for the next planning cycle unless deemed “Critical-to-fly” by the Business and goes through an Exception process

6. Funding source to be discussed – Business-sponsored initiatives will be given precedence. IT Budgets will be used primarily for projects that benefit the Enterprise

7. Release Planning and Governance will ensure that there is a “Release Train” to maintain predictability over major software and infrastructure changes

 

Figure 2: Intake Process

The above image shows how NCH IT would manage the intake process once the Demand-Capacity Management process is implemented.

 

 

Figure 3: Demand Management System

 

Figure 4: Project Proposal Workflow

Our Stage gate process to match Business Demand vs IT Capacity Management is based on multiple parameters for decision making:

Responsibility and Timeline with organization capacity to achieve Company Goals:

Strategy Execution and Transformation plans require a lot of financial and human resources. Therefore, strong human resource management and finance and budget management functionalities are a must for managers to know on what to focus their resources to achieve success.

Get everyone on the same page

A high-level Portfolio Tracker that visualizes Initiatives, Program and Project in an easy-to-understand timeline, you provide managers and stakeholders full visibility of the plan.

Case Study

In a recent 18-month period, we reduced our new project intake by about 40%, by hard decisions on which projects would be funded.” ~ Ed Cohen, CIO

Our research shows the following areas where Industry leaders are prioritizing their IT Budgets:

Tech-stack & Tools

RFP Track 2: Oracle EBS

 

Qentelli is given to understand Oracle EBS implementation as listed here below:

The support of PPG EBS code is EXCLUDED from this RFP. The environment is shared (licensed code, servers, hosting, etc.) and is therefore included

 

Scope of Oracle EBS

Region

Description

Comments

North America & Asia

EBS 12.2.8

 

Europe

EBS (version not clear)

Need to upgrade and support 12.2.8

Plumbing Products Group

EBS 12.2.9 

Support to the environment and not EBS

All the above Regions have thousands of enhancements and Discoverer reports

 

EBS Module coverage

     Sln#

Application

Asia-NA

Europe

Fin

Cash Management

Yes

Yes

Fin

Fixed Assets

Yes

Yes

Fin

General Ledger

Yes

Yes

Fin

Vertex Series O for US

Yes

 

HR

Advanced Benefits

Yes

 

HR

Human Resources

Yes

Yes

HR

Incentive Compensation

Yes

Yes

SCM

Inventory

Yes

Yes

SCM

Shipping Execution

Yes

Yes

SCM

Warehouse Mgmt.

Yes

 

SCM

Demantra

Yes

 

SCM

Mobile Supply Chain

Yes

Yes

Manf

Advanced Planning

Yes

Yes

Manf

BOM

Yes

Yes

Manf

Discrete Cost

Yes

Yes

Manf

Manufacturing

Yes

Yes

Manf

Process Cost

Yes

Yes

Manf

Quality

Yes

Yes

MDM

Product Data Hub (PIM/PDH)

 

Yes

OTC

Advanced Collections

Yes

Yes

OTC

Advanced Pricing

Yes

Yes

OTC

Order Management

Yes

Yes

OTC

Receivables

Yes

Yes

PTP

iExpense

Yes

Yes

PTP

Payables

Yes

Yes

PTP

Purchasing

Yes

Yes

Common

Automation Anywhere for BOT Processing

Yes

 

Common

Formula

Yes

Yes

Common

Oracle Discoverer

Yes

Yes

Common

Precision/QAD TMS V16.1 system for US/Canada

Yes

 

Common

System Admin activities

Yes

 

Common

Oracle Localizations

Yes

Yes

Integration

Boomi

 

 

 

Scope of Support Services

Tier

Description

Comments

L1, L2, L3 and L4

Initial Analysis

· Production support 

· System Administration 

· Data fixes 

· Performance & tuning 

· Functional / User issues 

· Integration Issues 

 

Simple data fixes

Selective RCA and CIP for repeat issue reduction, User Enablement Automation and Process improvement

 

L1, L2, L3 and L4

Small / Medium Enhancement

· 12-80 hrs. of effort per request

· Provide design and specifications

· coordinate with production environment for change scheduling

· coordinate with techno / functional teams, developers, testers

· postproduction support (4 – 6 weeks) 

 

Projects

· More than 80 hrs. of effort

· Discretionary fund

· RFP is needed

· End-to-End execution

 

Ticket statistics

Monthly Ticket (Aug ’21) – Total 370

Category

Peak ticket size (for all regions)

Region wise breakup

· NA-172

· Europe -139

· APAC-38

Function wise breakup

· FIN – 67

· SCM – 41

· CRM – 44

· SR/Sys Admin - 197

 

Region wise Functional usage

Functional Area

Corporate

North America

Latin America

Asia

China

Europe

General Ledger

x

x

x

x

X

x

Payables

x

x

x

x

x

x

Receivables

x

x

 

x

x

x

Advanced Collections

 

x

 

 

 

x

Cash Management

x

x

 

x

x

x

iExpense

x

x

 

x

 

x

Fixed Assets

x

 

 

x

 

x

Advanced Benefits

x

 

 

 

 

 

Human Resources

x

 

 

 

 

x

Human Resources (light)

 

 

 

x

 

 

Payroll (Cerdian Dayforce)

x

 

 

 

 

 

Order Management

 

x

 

x

x

x

Advanced Pricing

 

x

 

x

x

x

Incentive Compensation

 

x

 

 

x

x

Discrete Cost, Manufacturing, Quality, BOM

 

x

 

 

 

x

Process Cost, Manufacturing, Quality, Formula

 

x

 

x

x

x

Inventory

 

x

 

x

x

x

Warehouse Mgmt. (costing only - one org)