IBM Application Implementation Services

IBM knows the industry in every way, has a lot of flexibility to train people. In addition IBM was the first implementation of s / 4 hana with a simple logistics.

Two of CooperVision’s core values relate to dedication and partnership. Dedication requires us to bring expertise, focus and determination to everything we do and to not quit until the job is done right defined by our customers, patients and ourselves. As partners, we are committed to building strong relationships through honesty, candor, trust and respect. A team built with this relationship backdrop can achieve far more than we can on our own. We entered into our business relationship with the belief (built through sales cycle evaluations and references) that there was a solid alignment between our company cultures relative to these core values. Using staffing as an example, collectively, we have more than 125 individuals working together toward our shared program outcomes. It’s a distinct challenge to bring a team of that size together and get every resource selection right, each time. IBM has consistently brought forward resources that are competent and confident in the required skills and we expect that. But, it has been equally important in our staffing process to ensure that the cultural fit is made as well. We’ve used these values to pre-screen resources which has improved our initial cycle time to staff the team but also overall retention on the program. Thinking beyond the staffing example, there are natural points in the timeline where team stress increases. i.e. Design sign-off, the start of test cycles, data conversions, etc. As deadlines come more into focus, stress increases. The shared values have generally reduced team stress by helping to remain open and approachable during high stress phases. Using them as guideposts, our project and program leadership have also been able to identify issues quickly (because they stand out) and course correct timely.

IBM were more than just a supplier, they become an integral part of the JLR Team and key to the success of the Transformation Journey. Specifically we were able to use them for advise and guidence on aspects outside of the SI role and more on our HR capability. They have also left a legacy of knowledge that will ensure the business benefits are realised. In addition, they have a world of innovation for us to tap into, especially IBM WATSON for next gen HR Services

Good: A segmented plan and well coordinated in different lines of work or functional blocks, monitoring and business participation, implementation process and project methodology for the management, from the definition of requirements to QA, and agile for the engineering phase: scrum, kanban (from physical to digital), with distributed equipment. To change: simplify first implementation, facilitating the process of change to customers (especially if there is already a previous solution), automate functional tests.

A rare combination of strategic view, excellent project management (of a complicated programme), niche functional expertise and industry knowledge.