Should business best practices Include Requests for Information templates?

When responding to a Request for Information (RFI) to qualify to tender a proposal, it always seems a lot of effort.

Experience shows that deals are won and lost not on tenders but on the work that leads up to them. So if you are invited to respond to an RFI to provide solutions, treating it like a qualifying call (which it is) does need all our pre-sales skills to deliver it well, so it will count.

As part of our business at Sherwood Group Consulting, as Performance Management specialists, when we get into this process with large companies. we rarely do it alone.

On very large deals we join in large vendors. like INFOR, Microsoft and other big guys whose software  we may be proposing as an underlying technology for our offerings. Getting them involved as collaborating partners adds their brand weight with ours and  makes a deal more complete for buyers able to deal with just one team. Such responses also stand a better chance to lock out fifth column  initiatives from inside partners organizations.

Partnering as specialists with large consulting and system integrator firms is good too. This may include the likes of professional firms such as Deloitte, where high end connections are important. If they invite you to partner on one of their prospects it can work very well as they need you. In cases where we engage them as long as their value is seen along with their equally high end fees so they can be paid for from the deal,  it can produce very productive outcomes too.

But  we all know very well that letting the tail wag the dog is fraught with issues. As an Advisory firm good sense is to position software and data integration specialists lower in the pecking order in terms of risk and value. It is a mistake however undervalue the significant intellectual investment that they bring as it seriously undermines the practical partnership where all given values are transparently exposed to be exploited.

For example letting a materials supplier handle a building contract would not make sense so why do it with Software. Being  commission based too once the capability is delivered the vendor salesman exits or at best becomes passive as the deal is reduced to almost risk free to him. Software vendors however like any product vendor are very alert to ensure a good job is done so  final outcomes become reference-able  with no issues that impact their product credibility.

Getting advisers on board who have both business process and vendor product experience does work well to make a change work, It is actually at the heart of what makes that difference to software based implementations . It may seem like the jumbo jet being flown by a crop-duster pilot but it is quite the reverse. Large software organizations, especially in Asia, are Sales KPI driven by US focused models and are heavily reliant on specialists to captain and make fly what they sell.

The services to do that are akin to a building renovator. In a building firm, the Architect does the new designs and the team renovates a building for his client in a way that makes the transition as easy as they can. Once they work out the needs, and prepare the lifestyle layouts, they co-ordinate materials and trades skills to assemble them, so it can be used as living accommodation in the way intended.

A practical business advisory does the same to renovate a business process. Here design, assembly of technology and workflows with measures and reporting steps are delivered to make it all work to meets new capability objectives. Sold well this also stacks up with purchasing teams who are now more  attuned so it happens with less risks. Many prefer to use an advisory firm to change the process habits while delivering software implementations.

It all sounds good for the buyer but as the proposer one thing you should never underestimate  when tendering is size; The tendering process itself is a project of no small proportions, and should be treated as such so the RFI does its job so any ensuing proposal has a solod foundation.

In our case Sherwood Group Consulting, even though we no longer sell software directly, with our vendors of choice we lead on the deals. The nature of our arrangements is on the advisory services component we bear all the risk and the vendors underwrite their products. That way we can remain reasonably independent to assess a prospect client needs before we recommend a solution approach, which may vary from case to case.

We also never enter into implementation deals primed by software companies. Like the sales deals where their primary aim to sell licenses, by becoming a subcontractor adds the vendor middle man risk in which adds unacceptably high cost, typically of around 20-30% .

On the other hand  taking the prime role Advisory firms are then seen as fully committed to manage the final delivery and control of the costs. This allows them to leverage and balance of strengths of all the parties, to give  greater value for everyone involved

Putting all the noble ethics and compromise boundaries aside, projects these days are no place for the feint heated.  Clients can also be quite ruthless and are generally commercially savvy in understanding the maturity and limits of the business software vendor market.

But on  Go to market knowledge getting procurement processes to do their homework is rare. As is engaging  skills is no longer an intuitive  norm for such things like doing prerequisite as-is and to-be based processes requirements analysis. What is folly is assuming vendors are all Rhodes Scholars and understand high level and often obtuse objectives, like "improved efficiency" which are push to markets to see what they get.

That of course means a high duty of care and business risk in burdened to the prime contractor, who in turn is accountable. The implementation advisor, even though they may be certified and backed up to make the software work, they are still accountable for the end output.

So no matter how much you  do the homework, you will be hung out to dry if you don’t your insist on back to back risk mitigation clauses and factor in the high cost of managing them. That includes making an assessment of client capability and then making  it clear in the words that include what you expect from them. And remember too that loose acceptance in Asia is not clear cut especially when there is drift. So you need to be prepared to reinforce the expectation message over and over again, as you proceed.

It makes sense that taking the prime spot in the advisory position is the logical place to join all the players to win. That is equally tough and unrelenting as the risks to carry the can if anyone fails is very clear. But as advisers we have no choice hence we rarely accept s subcontractor role  In the end be-it design integration, process change. just the software  or the lot, if any element fails without project managed  mitigation , so does the whole project.

Being advisory by nature always places us in the middle and we will whacked for sure if we don’t do our commercial and project homework well and know our game. It forces us to be very sharp so it is not a bad position as at least we can have some semblance of control and leverage for best options on the risk management .

All  RFI’s are different but having a standard boiler plate of responses can help a lot when you are slogging thru a tedious list of requirements.  The too  if a subsequent request for tender (RFP) is sloppy or ambiguous (RFP follows on after the RFI qualifying stage) an appendix may help to narrow the risk of any influence er bias built into questions.

As a baseline I dug out an RFI we did for one of those few hard to win big deals we all used to see in the good old days. On that occasion we lead and won, based not only on our submissions but also after long relationship setting gestation. I must add that we had quality input from all our partners and especially the senior people who trusted us to represent them and protect their value.

In the pages following I have shared this RFI  response. The client name, a large multinational public listed group in Asia, has been withheld for various reasons.

Any business considering a CPM or BI solution, here are some questions to ask your advisers and vendors, to see how they stack up. Even though the client name is suppressed the client questions are real. Some privacy editing has been done on our responses. >>>> .



Dear Procurement Manager,

Thank you for your request for information for an Standards Based Financial Integrated Business Intelligence & Performance Management Solution, we have referred to as SFI.

As a Business Intelligence & Performance Management advisory and CPM system implementer, Sherwood Group Consulting since 1993 has been advising business on best practice in business performance management.

For your software selection we advise  on the best solutions for your requirements. Once selected we would then work with you to configure and integrated your data so you have effective business intelligence tools and performance management controls in place.

Our overall approach integrates planning, budgeting and consolidated reporting. With world class performance management and business intelligence solutions we work with will you to get you up and running in a very short period.

Our general scope of service covers Strategy that charts a course and links key business activity; Planning that models sales & business processes for assessment of risks, Budgeting to agree and align resources and controls needed to deliver products and services; Reporting to provide consolidation & business results analysis with Forecasting that enables continued refocusing to keep it all on track.

With this in place specific Business Intelligence then allows access to the detail for analysis of large volumes of comparative data, on all aspects of the business. For example  access to drill down on detail of critical measures  such as sales product, services, customer feedback and external information will enable people in your organization to manage the core business more effectively with transparent measures to deliver on the business performance objectives.

As specialists, working and solving performance management issues over a long period with very large down to medium size companies, we enjoy pedigree credentials. We have a long list which of well known and significant customers For your reference we would be happy for you to contact any of them.

Our team has high expertise in management, finance and a wide spectrum of business domains. With leader software we add change management and project delivery services using end to end consulting skills to the mix to make it all work for you.

Together with other relevant information our responses to you request for information on how to meet your functional requirements are enclosed in the following pages.

Yours sincerely,


Response Content

  • Section 0 Invitation Responses
  • Section 02 Financial Stability
  • Section 03. Legal Status
  • Section 04  Organization
  • Section 05 Performance Guarantee
  • Section 07 Subcontracting
  • Section 08 Technical Requirement
  • Section 10  Other Material not printed
  • Section 11 Acceptance Format
  • Section 11 Reference Docs & Templates
  • Section 12 Business Requirement Responses


Section 12 Detailed Response

Business Requirements Responses
2.1.1 Strategic planning  
Provide Real time automated display of the Planning tools as follows :  
  1. Departmental Strategic Objective (DSO), Corporate KPI and multi layer Performance Agreement (PA).
1.1 Auto link standard templates and time line to the system. The SFI Solutions web topic and reporting interface is menu style and workflow driven design Also timeline based and with HTML web pages e.g. hot spots maps etc. any custom design can be placed on the SFI Solutions web portal with in turn can link and publish any document standard view or process in the system.
1.2 Alert users to input within time line (directly or auto upload from user spread sheet). Alerts are triggered by events in the system such as variance in results views or date variances. These on turn are able to be linked to the email addresses so custom alerts can be sent to users to respond to timeline and other such variance driven events.
1.3 Approve by authorized persons via multi-step workflow (interfaced with MS Outlook). The approval process in SFI Solutions allows submitters and authorizing and/or review and rejection etc. to be interactively managed via the web with alert email triggers sent to respective parties at respective hand off event times.
1.4 Generate reports (including graphic and traffic lights) in 3 different categories i.e. standard, drill-down and user-defined). SFI Solutions native reporting tools allow users and or the administrator to define and multi-style, including graphics, lines and shapes. Traffic lights is a standard feature used within the reporting tools to show level or percentage of achievements based on pre-defined values. Other standard option within the report includes, drill-down, import, export, calculation and user-defined tools for optimal performance of the reports.
  1. Work Program (WP) and Business Plan (BP).
2.1 Auto link standard templates and time line to the system. As discussed in 1 above
2.2 Alert users to input within time line (directly or auto upload from user spread sheet). As discussed in 1 above
2.3 Approve by authorized persons via multi-step workflow (interfaced with MS outlook). As discussed in 1 above
2.4 Capturing KPIs from BP. Strategy management captures KPI’s as an element of the business planning capability of this tool.
2.5 Generate reports (including graphic and traffic light) in 3 different categories i.e. standard, drill-down and user-defined. As discussed in 1 above
Reports:Reportsdelivered will reports for the strategic planning process, for which some reports may need to interface data from external systems e.g. Oracle, Maximo etc, these reports include, but not limited to the following. General comment on linking reports to third party data. SFI Solutions reports use data stored in the applications analytical database which loads data from the source systems. Data from Maximo, Oracle SAP, MSSQL and other sources including spread sheets and other third party external systems etc. [such as partner systems] can be loaded via a generalized extract transform and load (ETL) & a mapping based data loader.

This makes the data consistent for reporting using template to present target data via the web or excel.

The web reporting is delivered by a portal manager that can be configured for multiple users and classes of user classes etc. depending on their operational need.

In some cases transaction detail is required to support performance information. This is done by reporting the underlying detail using dimension driven parameter fed drill thru capability to query to source and return transactions onscreen. e.g. invoice details

In addition the web portal can deliver generalized web documents that manage and inform users on the process and arrange activities in logical workflow order.

This management of database and reporting in the web portal is designed to be done by the operational team (Finance and/Or Planning controller functions. This frees the IT from this onerous responsibility to allow it to focus on manage the general infrastructure.

Standard strategic planning reports Report name General comment on Report setup
  1. Departmental Strategic Objective (DSO)
Document upload / Link to Strategy management Library
  1. Key Performance Indicator (KPI)
Planning targets reported from inputs to Strategy management Module with actual and budget where relevant to be calculated by the database based on KPI elements contributing
  1. Performance Agreement (PA)
Data stored in database together with documents uploaded as attachments to data submissions
  1. Performance Review
Data extract report
  1. Work Program (WP)
Data extract report based on dimension related
  1. Business Plan (BP)
Data extract report based on detail dimension and version related
  1. Business Plan summary by category
Data extract report based on detail category dimension and BP version related data



2.1.2 Budgeting

The system must provide a Real time automated display of the Budgeting tools as follows:

2.1.2 Budgeting  
  1. Budget preparation
1.1 Provide a capability to link with strategic planning module, to ensure that the detailed budget is provided base on approved DSO, PA, WP and BP. Strategic planning mobile provides for direct hyperlinks links to budgeting module
1.2 Provide users an easy path for inquiry regarding strategic planning information. Access and navigation is via the menu based on organization and other dimensions, the menu can be customized, categorized based on the inquiry requirements.
1.3 Provide a budget time table in CALENDAR format which able to remind, alert users what is due and when. The budget time table should also be easy to revise. Budget system has a timetabling and workflow timetable management with email and onscreen alerting capability. 
1.4 Provide a capability to prepare budget for several years such as 5 Years and project life. The underlying data warehouse is configured such as to allow budgets for unlimited number of years e.g. also for 20 life project life. 
1.5 Provide a multiple budget version to keep a budget data at any step of the budget process e.g.. user submission, Budget review meeting #1, Board, etc. Additional budget versions can be added at any time by the administrator to accommodate work flow steps and any special reporting needs etc. There is no limit in the number of versions created as well.
1.6 Provide a capability to input budget in many currencies e.g.. AUD,SGD THB USD, etc. Report shall be provided for each currency portion and analysablefor impact when changing the exchange rate. All data is stored in the local currency then this is translated to any nominated Currency for any nominated rate version maintained in the system e.g. Local and USD etc. Reports are then able to be configured to isolate currency impacts e.g. Actual at budget rate compared to Budget at budget rate and actual rate etc for any nominated currency
1.7 Provide a Budget assumptions / Global budget drivers input worksheet, together with standard analysis reports for COMPANY assumptions. These assumptions shall be able to revise during the budget preparation e.g.. FX .rate. Changes in these assumptions should not affect budget entity which was already submitted/completed. Tables are configured in the system for either referencing globally or for specific time periods and classes of assets etc. Updates can be made at any time during the budget cycle with previous version snapshot options used to preserve and stored comparative information
1.8 Efficient budget input worksheet. •Provide users with 2 ways to input budget data: input directly into the application web-based and input using a Excel-based input worksheet. General capability in the solutions allows data to be submitted via excel or the web. The application includes web and excel views access to the data. Both use the same underlying template manager which can be preformatted for the users for ease of processing including data entry.
. •The Excel-based input worksheet must provide users an easy input and automatically interface to the system. Users may reconfigure and store views as private views to suit their own styles and work habit. They can do this either in excel or via the web.
. •Provide an off-line capability for Excel-based input worksheet. Views in Excel are able to be disconnected (logoff) from the web for offline use etc and later reconnected and data upload. The excel file can be edited or changed offline.
. •Able to attach supporting documents to budget preparation worksheets e,g. Work programs, Presentations, Board agenda for individual projects. Documents can be attached to any view using an upload function.
. •Able to add comments or crucial information to each cell, row, and worksheet. Comments can be added and stored in the database on any enabled view for retrieval. This is like excel cell notes This feature is integrated to store notes captures for both web and excel interfaces.
. •Provide budget functions such as incremental (increase by fixed percentage).. Varied of approaches to this can be achieved by users using onscreen / excel phasing tools, embedded rules based parameter driven inputs and references. Also planning tools allow for top down, incremental and spread capability such as fixed percentage, or incremental percentage.
. •Provide print-out in a good format and easy for users to set their printing layout.. Quality printing can be done via production reporting services, Microsoft reporting services and general generic local print and print file functions with user friendly functions such as one would be using standard Microsoft print-out tools/layout.
  • Message alert when users perform a wrong function or forget to enter the required data.(validation)
SFI has embedded message alerts for error and invalid operation. Critical specific workflow alerts can also be added to views using open and generic event based asp technology.
  • User can create any format they need e.g. Different font sizes, font colors etc. in the Excel-based input worksheet, which will still exist after uploading the budget data to the system..
Users can generally customize views and save them as private views. In excel there great flexibility for user to customize any view without compromising the underlying data or the view.
  • Able to input the data for both financial and non-financial items.
The database items are configured to recognize the differing data types and related behavior enabling to input data for both financial and non-financial items.
  • Able to view any useful information for budget preparation such as COMPANY budget standard, procedure, guidelines, assumptions and contact person details.
Any document is are easily able to linked to be published on the web portal enable to view any useful information for budget preparation such as budget standard, procedure, guidelines, assumptions and contact person details.
Able to view historical data e.g.. Last year actual, Last year budget.. The database is dimensionalized to store and retrieve all such data for any period version etc. based on the selection of the user.
. •Able to view the input result on screen from budget input worksheet. Screens views can be configured for multiple views, e.g Input and results enabling to view the input result on screen from budget input worksheet
. •Able to calculate in a supporting worksheet, for which results can be linked to the budget input worksheet.. Combining database linked data cells and other worksheet data facilitates linked worksheet for data entry etc. Data in a worksheet can generally be configured using all excel capability.
. •Able to upload the detailed budget from operator work program and budget (WPB) into the system. A mapping table is needed since COMPANY has many operators who employ various types of WPB format.. External Operator data can be uploaded by user using Open Link mapping tool provided with the software. A mapping table is provided to map various WPB formats.
  • Able to set a different formula for each worksheet such as revenue formula..
Formula in a worksheet can be managed to suit any circumstance. Underlying database rules are not impacted by worksheet driven calculations. Where different database calculations are required, the administrator can apply conditional logic and rules filtering using the functions of the database rules engine
. •Able to set a different budget item for each worksheet and also able to show only the most-frequently used budget item. The database can store multiple scenarios of inputs with the last submitted version being the default.
1.9 Provide multi-step workflow capability (interfaced with MS outlook) for budget submission, for which users can add a budget submission note and also allow executive responses to budget holders and also provide budget submission tracking and notify to users. Submission tracking and approval process inked to MS outlook is a part of the tool. This is workflow deigned function that provides interactive submission forms and notes for submitters and executive responses capture within approval cycle.
1.10 Calculate salary budget by using salary tariff and manpower plan information and post the results into the budget input worksheet. A detail Budgeting capability provide for event driven salary and manpower planning in detail with results auto linked to budget worksheets.
1.11 Calculate traveling budget by using the traveling tariff and travel detailed entered by users and post the result to the budget input worksheet. Embedded detail worksheet cater for users to enter addition budget information e.g travel with total linked to tariffs and posted to the budget worksheet
1.12 Provide top-down budget input worksheet e.g. Training and Development budget, with its result should be automatically posted to each dept./project. Top down budget worksheet posting capability using in spread capability in the SFI Solutions application software automates top down posting. This uses a user defined reference to calculate the spread e.g. last year or related results. Planning module also achieves this with lock spread and other complex modeling capabilities
1.13 Provide Multi-tier allocation (many factors and different formula for each project are allowed), with their results should be posted to the budget input worksheet. Allocation reports shall be provided as well. The database includes allocation formula capability for iterative allocation on a multi tier basis. Reports on the embedded rules are provided on screen an demand.
1.14 Provide an on-screen standard analysis package for both Head office and Project proposed budget which are able to interface with a presentation file (MS PowerPoint). Using combination of the embedded views. Web publishing capability and excel cell based reporting using PowerPoint for presentation is simply configured 
1.15 Provide SIERRA group consolidated budget capability. Provide a SIERRA Group consolidated budget for both revenue and expenditure. This is a menu managed function to invoke consolidation of all dimension elements and hierarchy members. As a native function of the SFI Solutions application it to deliver integrated consolidated results for all items in multiple currencies and after applying rules and journals etc.
Provide elimination capability for the specific Business Asset Project/Dept. Departments and project within departments are configured as dimension elements with consolidation points for relevant hierarchy reporting. Inter-business eliminations can be configured to automatically eliminate at relevant consolidation levels.
Consolidated budget analysis and report  
Provide multi-dimensional reports for analyzing the budget. The analytical nature of the data base allows for any dimension and or element within to be reported andanalysed
Provide consolidated work plan e.g.. Seismic, drilling and facility construction. This is configured as elements in the a custom dimension designed to capture drilling program information etc.
Provide analysis reports for concerned budget item e.g.. travelling expenses. Any selection can be customized or provide in ad-hoc views in select and rotate pivot style nested views
Provide analysis method/decision criteria to judge revenue or expenditure number. Parameter selectable analysis driven reporting can be configured using rules and data combinations. E.g. unit cost performance related
1.16 Able to maintain budget review meeting information in the system e.g. meeting agendas, standard presentation template, minutes, presentation files etc. along with a convenient way to make any need inquiries Meeting files agendas and access to files can be provided via the web in a secure manner. Online meeting agendas and minutes are able be stored in MS word and uploaded to the web for general access. Configuration of this is provided for in the tender to the extend that capability will be added so the system administrator and user can manage their own options.
1.17 Notify users of the approved budget amount with notes (comments from budget team/management) Alerting functionality and submission controls provide for notification of events. Notes and comments are stored in alert targets. Custom inclusion of notes with alert emails would require defining and would likely require custom asp code and is not included in this tender.
  1. Budget monitoring and reporting
2.1 Provide multi-step workflow capability (interfaced with MS Outlook), with results automatically posted into the system.  
Request for Budget reclassification. Enable user to update re-classification values via data entry screen and then invoke the approval process to and update the budget allocation.
Business plan (BP). Use approval process with alerting to manage submission approvals
Authorization For Expenditure (AFE). Use approval process with alerting to manage user inputs for request updates
Internal Authorization For Expenditure (IAFE). Same as previous
Budget help desk. Use approval process with alerting
Closing forecast preparation (System should calculate a closing forecast by the certain formula and also allow user to edit, use their own assumption). Use approval process with alerting to alert user of significant variances to automated calculated closing forecast adjustments
Twelve-Month rolling cash forecast (System should calculate a cash forecast by the certain formula and also allow user to edit, use their own assumption). Same as previous
2.2 Provide alert messages to concerned person, these messages included, but are not limited to the following.  
. • Budget availability: When processing a Purchase Requisition in Maximo or Payment in Oracle, the system should compare commitment/actual to the approved budget and provide an alert message if the budget is not sufficient. Variance report alerts trigger
. • Actual warning : When actual spent or the progress of activities meet a criteria, the system should provide an alert message for users. Variance report alerts trigger
. • Distribution of reports : When a report is ready for access, an alert message will be submitted to users with a system link. Update Flag driven alert trigger
2.3 Reports and Analytical views.  
CONTRACTOR shall ensure an efficient the system interface between the new system and COMPANY existing system. The new system must be able to produce reports in accordance with COMPANY requirements. The reporting and process interface is generally design for user management for this purpose
Provide sets of reports and analytical views / assessments for both financial and non-financial items which can help COMPANY ensure the effectiveness and efficiency of the budget. This is generally the intent / objective of the application to provide analytical reporting capability to plan and manage performance
Provide a what-if analysis. This function is provided by a what if module that is part of the system
Needed reports for all levels of users (President, VPs, Budget holder, Budget staff, User, etc.) should be defined during the report design. Report interfaces are able to be configured this way so users are have access to relevant format only etc.
Reports should be able to be provided in many formats e.g.. In tables, graphs together with the drill-down capabilities. They should also provided a warning sign. This is native functionality. Warnings are generally provided via variancecolour code and or/ alerts
Budget users should be able to click within the report to submit e-mails to executives together with their comments, clarification or feedback. Executives should also be able to respond to these e-mails. This is not a standard function but can be simple added via custom asp add-in linking to the report dimensions to a email for recipient recovery. It is a windows and popular browser feature to be able to print or send content directly or send a link
Provide a multi-currency report. Provided via currency dimension selections
Provide a list of available reports with authorization. Reports are authorized by user profile limited to unit or custom dimension etc. authorizations are listed via security profiles
Provide a most frequently used report. This can be determined form the system log but information is not generally required as reports are user driven
Provide quick access to reliable information via the web. Immediate web access to information provided as already calculated web from the underlying integrated data warehouse
Provide an effective on-screen display. Onscreen display provides a range interactivity tools for user analysis.
Provide print-outs in an effective format and easy for users to set their printing layout. Reporting services, excel and export functions all provides for user configured printouts
Provide an easy way for users to create their own reports. Onscreen capability is provided for users to create/configure and save and publish private views and reports




Provider to deliver reports for the Budgeting process, for which some reports may need to interface/include data from external system e.g. SAP Oracle, etc., these reports included, but are not limited to the following.

Standard budgeting reports

Generally for all reports, unless they are required to be linked via excel to simplify for complex publishing, the data sill be supplied to views reference to dimensions elements.

In addition where views require additional detail from Oracle or Maximo this will be provided via parameter linked drill thru query to an interim transaction table that is automatically update periodically as required from the source(s)

  1. Business assumptions and administrative parameter Low
  2. Consolidated budget Low
  3. Consolidated actual vs. budget Low
  4. Consolidated closing forecast Low
  5. Twelve-Month rolling cash forecast Medium
  6. Additional budget approved by Board (during the year)Low
  7. Contingency budget Low
  8. Budget reclassification Low
  9. Consolidated trend analysis Low
  10. Project Analysis by major categories Medium
  11. Head office Analysis by major categoriesMedium12. Financial indicators + Drill-down to cost component .Medium
  12. Head office budget Low
  13. Head office actual vs. budget + Drill down to transaction High
  14. Head office closing forecast Low
  15. Head office daily report (Budget, Commitment, Actual)High
  16. Project budget + Drill down to AFE and IAFE Low
  17. Project actual vs. budget + Drill down to AFE and IAFE Low
  18. Project closing forecast Low
Project management reports

comment on Report setup

  1. Operating assets daily report (Budget, Commitment, Actual) High Refer previous
  2. Asset Performance Review (B/S, P/L, Cash flow)Medium
  3. Production & Sale (Volume, Price, Revenue, etc.)High
  4. Sales Volume Performance ; by Project, and by product Medium
  5. Product Price Report; by project and by product Medium
  6. Asset Key Performance Indicators & Analysis High
  7. OPEX Status Summary. Low
  8. CAPEX Status Summary. Low
  9. Detail of CAPEX Movement Low
  10. Detail of CAPEX cost variance. Low
  11. Detail of OPEX costs (before & after allocation).Low
  12. Detail of OPEX cost variance. Low
  13. Asset owner and Service provider report. High
  14. Allocation Report (source & destination).High
  15. Well status Low

2.1.3 Financial reporting

Provider to deliver financial reports; these reports included, but are not limited to the following.

See comments in 2.1.2

Financial reports Report name Complexity
  1. Reserve report (Net share) by project
  1. SIERRA Consolidated financial statements (B/S, P/L
  1. Each Company financial statements (B/S, P/L)
  1. Each Company financial statements (B/S, P/L net from elimination)
  1. Detail of P/L items by projects (net from elimination)
  1. Detail of B/S items by projects (net from elimination)
  1. Details of Investment in subsidiaries + Drill down to asset
  1. Details of Investment in associates + Drill down to asset
  1. Details of cash and cash equivalent
  1. Details of sale to PTT and outstanding A/R
  1. Segment reporting
  1. PP&E report by segment
  1. PP&E report by WIP and completed
  1. PP&E report by category of asset
15.Capitalized costs relating to oil and gas producing activities (FAS69) Medium
  1. Costs incurred in oil and gas activities (FAS69)
17.Results of operation for oil and gas producing activities (FAS69) Medium
  1. Current tax / deferred tax by regime, by project
  1. Net profit(loss) by projects (net from elimination)
  1. Total Revenues report by company by product
  1. Sales variance analysis
  1. Financial ratio
  1. Consolidated USD position report
2.1.4 Administrative System  
  1. Support dynamic organization and matrix organization views e.g.. provide a drag-drop hierarchy.
Included in administrator and architect tools 
  1. Easy to create, maintain and control a user security and accountability.• Provide a user authorization control report.• Provide system protection for a conflict rule/role setting.• Provide a capability to set up an individual and group users.• Provide an easy to set a read-write permission.
The security process combines all of the attributes listed in an administration interface
  1. Provide an audit trail for key actions such as insert/add/change/delete to the database, budget submission and approval.
Updates Provided by standard system reports
  1. One time set up in the system for dimension value such as Reporting Centre approx. 8000 (RC) ,RC ParentRC,Budget item and then automatically updated this dimension value with structure to budgeting module (for all report/worksheet/formula).
Updates can be provides via XLM updates load on deferential elements However this requires consideration business rules audit, quality control and related administration intervention issues to be understood resolved before it can be agreed
  1. Easy to create and maintain formulas.
System interface to the rules engine provides this
  1. Provide user-friendly tools or standard programming language which is easy for non-programmers.
All system updates are generally open and interface control for non technical programming people to administer
  1. Quick calculating process and data interface (with reliable output).
Included in application. SFI Solutions performs a quick calculating process and data interface based on the platform and architecture of the user.
  1. Provide efficient tasks running features such as scheduling and sequencing.
Scheduling is able to be included using job manager or other generic schedulers
  1. Indicate any error details and solutions in the running result.
Application server log is used to Indicate any error details and solutions in the running result.


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