Continuing the Implementation of KSS TechTracS at Yeda R&D

Overview

Yeda is evaluating their options on whether or not to complete the implementation of TechTracS. The purpose of this document is to provide a plan for moving forward with the implementation. KSS has presented the implemented configuration to date to key Yeda managers and system users. KSS was provided a list of 25 concerns. To date, 9 have been implemented, 1 is approved and waiting for input from other customers. KSS needs further clarification of the remaining 15 but intends to address all of them to user satisfaction.

These 15 configuration items (CI's) could be distributed and assigned to one of the key managers/users to work with KSS on completion. This approach does not put the entire burden on one person and it gives the relevant manager the authority to work with us to get the system to the point it needs to be for them to use it. In addition, KSS will bring in other personnel in addition to Doug and Christie to facilitate the implementation. For example, the CI's most relevant to patents would involve, perhaps, Ruth and Leeza from Yeda and Doug. Christie, Stephanie and John from KSS. Doug and Gil can continue to finalize any issues with agreements. Doug and Avi can work on the business CI's and call in Gil, Joe, or others as needed. John will work the technology exports, Brian the financial exports/interface, and Stephanie iEdison, each with the appropriate person from Yeda. We will track all items in CLIMATE and provide schedule estimates for each. We should pick a reasonable GoLive date and work to that date. We do not Go Live until each of the Managers say "the system is now the way I want to use it."

This approach sets aside our previous discussions of what was in scope or not. At this point, it is most important to get the system to a point that users have confidence in it and are ready to make the shfit to the new system.

Background

The underlying assumption to move forward is that the rationale for a new system still exists and that TechTracS is the best system to replace Leshem. In addition to cost savings and the reduced risk of reliance on a tailior-made application, TechTracS has built in the key functionality Yeda users desire to make people's daily work lives more efficient while providing reliable business intelligence and alignment with business processes. Yeda's prior evaluation of COTS products is still valid -- TechTracS is the product most suited for Yeda's needs. It provides the core functionality while housing the ability to use built-in business process automation tools.

In the prior evaluation process, Yeda made the point that more of the TechTracS functionality had to be web-enabled for Yeda users. A significant amount of time has gone towards that goal and the results are impressive, especially in the agreements module.

Impacts

This plan will result in the same level of satisfaction in the other modules. The issue will be choosing that Go Live date based upon the functionality that needs to be done prior to GoLive (criteria being managers saying the system is the way I want it) and then tracking commitments that can be delivered after Go Live.

Financial Considerations

KSS would like to pay the remaining amount on the first invoice that was held out for taxes while that issue was being resolved and the travel invoice. There is general agreement that at least 50% of the work has been completed. Yeda would approve KSS submitting an invoice for $65,000. KSS will not ask for additional funds for any remaining work that Yeda feels is due under the contract. This would be whether it is agreed to be done prior to Go Live or is on a list of CI's agreed to be done after Go Live. For payment of the remaining $65,000, we would pick a Go Live date and divide the remaining $65,000 by the number of months to Go Live plus three. For example, if Go Live was in 4 months, we would divide the remaining funds by 7. For the remaining months, KSS would invoice monthly and Yeda approve payment only if KSS met their scheduled deliverables each month for each manager. For the remaining three payments: one would be due 30 days after Go Live and is based on the production system being used and the support being as expected, one would be due when all CI's agreed to be done post-Go Live are completed, and one would be due 30 days after that date as final acceptance. This approach minimizes the financial risk to Yeda.

Hardware Considerations

When KSS demoed the system to managers in November, there were none of the glitches that are sometimes reported. This is due to the server on which we were running the system. In moving forward, Yeda agrees to upgrade the server to a revised spec provided by KSS that includes solid state drives. This spec will ensure that users have the experience they expect from the system.

Project Management Considerations

KSS believes we can manage this project remotely by working with managers and key users and using CLIMATE. However, we appreciate that any Yeda contacts are taking on tasks in addition to their full time jobs. We also appreciate the value of onsite project management. We enjoyed working with Yael Kenan and feel she is ideally suited for an onsite PM role. If Yeda had additional funds and wanted us to hire Yael for such role, we would do so if she was available. Yeda would tell us how much funding would be available over a given time period and KSS would negotiate with Yael on duties and compensation. We would work with Yeda's project management budget.

Summary

This plan is the right way to go. The rationale for moving to a new system still exists and TechTracS is the solution best suited for Yeda's goals. This plan attains those goals at minimal cost and risk to Yeda.