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1 Appel à candidats (adapté au ) Marché public relatif à l implémentation d un système transactionnel d entreprise Procédure négociée avec publicité BXL BTC, Belgian development agency 1/33

2 I. OBJET DU MARCHE I. 1. Le pouvoir adjudicateur Le pouvoir adjudicateur du présent marché public est la Coopération Technique Belge, société anonyme de droit public à finalité sociale, ayant son siège social à 147, rue Haute, 1000 Bruxelles (numéro d entreprise , RPM Bruxelles). En application de la loi du 21 décembre 1998 portant création de la «Coopération Technique Belge», la CTB se voit confier l exclusivité de l exécution, tant en Belgique qu à l étranger, des tâches de service public en matière de coopération bilatérale directe avec des pays partenaires. En outre, elle peut exécuter d autres missions de coopération à la demande d organismes d intérêt public et développer des actions propres qui contribuent à ses objectifs. Agence belge de développement, la CTB mobilise ses ressources et son expertise pour éliminer la pauvreté dans le monde. Contribuant aux efforts de la Communauté internationale, la CTB agit pour une société qui donne aux générations actuelles et futures les moyens de construire un monde durable et équitable. Ses collaborateurs à Bruxelles et à l étranger concrétisent l engagement de l État belge et d autres partenaires au développement pour la solidarité internationale. Quelques chiffres clés : 200 projets de coopération dans 18 pays partenaires (en Afrique, Amérique latine et Asie) collaborateurs 1 siège, 18 Représentations, 100+ bureaux ou sites projet 229 millions d euros de chiffre d affaires 49 % des activités sont mises en œuvre dans des États fragiles 52 % des dépenses sont effectuées en Afrique centrale Pour plus d informations sur la CTB, consultez le site BTC, Belgian development agency 2/33

3 I.2 Objet du présent marché La CTB a l intention de pourvoir ses 200 projets, ses 18 Représentations et son siège d un système d information intégré, composé des éléments suivants : un système transactionnel d entreprise ; un système de gestion de projets (éventuellement comme partie intégrante du système transactionnel d entreprise, voir plus loin) ; un système de gestion documentaire ; une plateforme collaborative ; un système de Business Intelligence (BI). Comme décrit dans les chapitres suivants, ces composantes ne sont pas des éléments isolés, mais des applications étroitement interconnectées et fortement intégrées. Le présent marché public se limite au système transactionnel d entreprise, éventuellement complété par un système de gestion de projets (si celui-ci fait partie de l application proposée). Le système transactionnel d entreprise prévoit les modules suivants, qui sont détaillés au chapitre I.2.2 Applications architecture : 1. Human resources management 2. Financial management 3. Purchasing 4. Logistics 5. Relationship management 6. Project management Le présent marché public est constitué d une tranche fixe et six tranches conditionnelles. La tranche fixe a trait à deux composantes : l élaboration d un prototype et une première phase d implémentation. L élaboration d un prototype démarre avec la conception d un plan global du futur système transactionnel d entreprise (scope complet). Ce plan est ensuite transformé en une première version test du système (le prototype), qui contient les composantes principales en un nombre de données test, mais qui ne prévoit pas tous les processus, ni toutes les fonctionnalités, ni la qualité requise. L objectif serait d avoir, en une période de temps relativement courte et sans investissements importants, Une vue sur le fonctionnement de base du système Une évaluation de la faisabilité du projet d implémentation BTC, Belgian development agency 3/33

4 Un buy-in d un nombre d utilisateurs clés Ensuite, la première phase d implémentation sera démarrée, qui comprend les sous-modules suivants du module HR management, de la conception jusqu au roll-out (y compris la migration des données) : HR Master Data (HR-01) HR Recruitment and Selection (HR-03) HR Contract (HR-04) HR Payroll (HR-05) : il s agit de la préparation du calcul des salaires, sans interface vers des secrétariats sociaux ou des systèmes externes dans cette phase HR Availability management and calendars (HR-06) HR Time sheet (HR-07) HR Training (HR-08) Les tranches conditionnelles contiennent tous les autres sous-modules non repris dans la tranche fixe : 1. Human resources management : les 2 sous-modules non repris dans la tranche fixe 2. Financial management (9 sous-modules) 3. Purchasing (7 sous-modules) 4. Logistics (3 sous-modules) 5. Relationship management (3 sous-modules) 6. En option : Project management (10 sous-modules) La commande de chacune des tranches conditionnelles devra impérativement faire l objet d une décision unilatérale du pouvoir adjudicateur qui sera communiquée au prestataire de services par courrier recommandé. Le prestataire de services ne pourra exiger un quelconque dédommagement dans le cas où une tranche conditionnelle ne lui serait pas commandée. L objet du présent marché est détaillé ci-dessous en anglais, vu la spécificité technique avec la description des principes généraux de fonctionnement du nouveau système d information (cf. «I.2.1 General operating principles») ; de l architecture d applications future (cf. «I.2.2 Applications architecture») ; des scénarios possibles (cf. «I.2.3 Scenarios») ; du contexte technique (cf. «I.2.4 Technical context»). BTC, Belgian development agency 4/33

5 I.2.1 General operating principles The operating principles laid out below describe the end objective of the future IT environment. The end objective is not just to have a system. The end objective is to structurally improve the day-to-day operation of BTC as a whole, in order to allow BTC to achieve its strategic objectives. The work to date shows that those improvements can be by linking the different, interacting levels and departments of BTC. The systems, embedded in redesigned and simplified processes, will be the glue that hold it together. We need to make sure that all stakeholders recognize that this major change is needed to not only improve operations, but to ensure BTC s viability over the longer term. Local empowerment BTC s interventions will be provided with (a) system(s) that will allow them to manage their project in all its functional domains. These system(s) will generate reporting information which will support decision-making by the intervention, but will also allow for monitoring at other levels of the organization (representation, head office), respecting the role of each of these levels. Management by exception To avoid administrative overhead in writing many open ended reports and in order to really detect the important issues, the main reporting information should be based on management by exception (hereafter: MBE) techniques. The system should support establishing (parameterization of) a set of exception levels. If an event, an occurrence, a transaction or a risk goes beyond such a set level, a warning is triggered and the responsible user is focused on dealing with that exception. Of course, the trigger levels depend on the nature, the size and/or the operating mode of a project (own management, co-management or national execution). Those exception levels will be at incident level for the project level and will be at higher accumulated abstraction levels for representation, country team and HQ. Based on transactional data In order to support the processes, the system (which registers transactions, hence is transactional) will collect, produce and store relevant information at the detailed incident level. This data and information can later be used, reused and/or analysed. This way, we avoid administrative overhead incurred when creating unique, open ended reports because they will be replaced by standardized reports that are (partially) automatically generated based on the available information gathered at the project level. The data has a second use other than reporting as well. It will feed the exception reports mentioned in BTC, Belgian development agency 5/33

6 the previous paragraphs. It is important to notice that data is generated at project level, representation level and HQ. Consequently, these data, or subsets of these data, must be shared and be unique in order to ensure correct, timely and appropriate information management. Audit trace All transactions are user traced and time stamped to allow for subsequent audits when needed. All entries and modifications that are executed by any user, including the uniquely defined administrators are logged and linked to the transaction identification with a time stamp. Even when warnings are issued and the user decides to continue without immediately dealing with the specific warning (which can be motivated if an operational need would arise), a detailed trace of the operation is recorded. This allows the user to go back later and clear any pending warnings. Security and authorization Every user belongs to a specific security and authorization profile granting it access to specific modules or data corresponding to the profile s needs and mandates, linked with the function descriptions. User groups are not restricted to staff members only : specific and limited access profiles can be created for external stakeholders (e.g. partner institutions, consultants, job applicants, etc.), depending on the need for information from or for interaction with the system. BTC, Belgian development agency 6/33

7 I.2.2 Applications architecture Based on a thorough analysis of BTC s processes, bottlenecks, root causes and opportunities for improvement, the TO BE applications architecture of the organisation has been designed. Nine general domains or modules have been identified : These modules must not be considered as stand-alone entities, but as components that are closely integrated due to the multiple links and interdependencies between them. The TO BE applications architecture has been further detailed to the level of the sub modules : BTC, Belgian development agency 7/33

8 The core of BTC s future IT architecture will integrate data and processes within multiple organisational domains in order to optimize exchange of and access to information, to reduce redundancies and to improve efficiency. These domains are the scope of this public contract (see above) : Human resources management Financial management Purchasing Logistics Relationship management Project management Although out of the scope of this public contract, it is important to know that links will be necessary with the three other domains identified above Collaborative tools Document management Business intelligence The following subchapters describe the characteristics of each domain, the operating principles, the sub modules, and the links between them. BTC, Belgian development agency 8/33

9 Human resources management The HR module(s) must allow BTC to manage its human capital in all its sub-domains, including recruitment & selection, competence management & evaluation, training and payroll. HR Master Data (HR-01) All HR sub-domains are dependent on access to the resource information in a central Human Resources database, which covers the actual, past and possible future human resources at BTC (head office, representations and interventions) : Staff (HQ, expat and national staff members) Interns and students Candidates Consultants Ex-employees This central database links towards the functions database, the competences database and the training database. HR Function description (HR-02) The central database of function descriptions contains for each function : its position within the organisation and its classification the job description the responsibilities and mandates linked with the function (e.g. commitments, payments, bank accounts, system authorisation, etc.), so that if resource is linked to a function, the responsibilities and mandates of that function are assigned to that resource. the competences required for the function (main education/profession, general and technical competences, certifications and skills) HR Recruitment & Selection (HR-03) The recruitment & selection module relies on the two databases described above : The function description database provides information for the job description, the profile and the selection criteria. The HR Master database forms a pool of possible candidates (actual and former staff members, candidates who have been selected but not recruited, etc.). Filters can be used to look for specific profiles based on competences, experience, etc. This module supports the complete recruiting and selection cycle from profile definition up to the contract. Standardised CVs and profiles (competences, knowledge, experience) are entered by the BTC, Belgian development agency 9/33

10 candidate directly. Non-recruited interesting candidates can be added to a 'selection pool' database for future positions (for a pre-defined period of time). Every step or transaction in the workflow is stamped with user and time data in order to ensure a historic trace of all activity. The BTC/candidates communication records are registered as well. HR Contract (HR-04) The compensation elements in the labour contract, linked to the functions database, are not simple text but are parameters that are actively used in the payroll systems, cost accounting, treasury management and budgeting. The signed contract can be consulted through a link to the document management system. HR Payroll (HR-05) BTC has 20 payrolls : one in every partner country (18), an expat payroll and a HQ staff payroll, each governed by different legislation. The Payroll module supports the preparation of the salary calculations, by retrieving all necessary parameters from the HR Master Database, the HR Contract module and the HR Time sheet module. The relevant parameters are exported or interfaced to external payroll systems, which can be social secretariats, payroll tools, Excel, etc., and which are specific for each country. HR Availability management and calendars (HR-06) The availability of the personnel is managed by having a calendar reflecting the individual time profile (4/5 f.i.) and supporting request management for vacation, missions (assignments), illness, maternity leave, etc. HR Time sheet (HR-07) The time sheets are prefilled with time profile calendar data and the validated leave request data of the person including missions (assignments). HR Training (HR-08) A training module includes all the known and registered training courses, as well as the request workflow and the history of training attendances and evaluations. The module is linked with the HR Master database to track trainings planned and followed per resource, and with the competence management & evaluation module. HR Competence management & evaluation (HR-09) The competence profile originating from the function description database (possibly adapted after the function meeting) is used to support the evaluation process. Specific skills can be evaluated as well and might even become legitimate selection criteria. The module will support BTC s development circles, which is an important tool for setting objectives, coaching and follow-up. The development circles include planning, performance and assessment meetings between staff members and their supervisor. BTC, Belgian development agency 10/33

11 Financial management Budget management - Creation & approval (BM-01) Budget management is managing the complete budget cycle from budget definition, approval and creation to the reservation and consumption of budgets for purchases and to the management of budgets for human resources. The budgets are created based on mark ups of last year budgets or real expenses based on links between cost accounts, project accounts and budget accounts. Budget approval workflows are supporting the validation of the budgets. Budget management - Reservation & follow-up (BM-02) Budget amounts for purchases are first reserved when the need is identified and the procurement process planned, then committed after publication and finally consumed when invoiced (respecting approval workflows). All transactions (reservation, commitment, expense) are related to the relevant budget. The same is true for project budgets that are linked into budgets at a higher level. Project accounting and budget management (or budget accounting) are integrated. The non-project overhead budgets also take part in the analytical distribution of costs (HQ and country office cost centres). In order to ensure budget transparency and efficient monitoring, a top down integrity of data in the budget information is required. The budget figures are accumulated at every (budget)node of the tree structure of the Work Breakdown Structure of projects, programmes and budgets. Treasury management Forecasting (FT-01) Cash is present throughout a network of bank accounts over the 18 countries concerned. Project planning and planning updates drive cash needs planning. The information from the financial requirements planning, from booked purchase orders and planned payments and from payroll is allowing the system to calculate a reliable cash forecast for the long term, medium term and short term. When time windows are shifting nearer the cash forecast can gradually be reconciled with reality and the actual deposits on the accounts worldwide. Treasury management Bank account management (FT-02) Due to the extensive amount of bank accounts spread over the 18 countries, the treasury management will need to manage the treasury up to the detailed level of those bank accounts. Treasury management Payments (FT-03) The payment approval workflow uses the personnel database which is linking to the right mandates of the function description of the concerned persons. A payment proposal is made for all payment approved invoices. The proposal takes all necessary constraints into account. A payment proposal is issued by bank account. Payments are performed with e-banking tools similar to Isabel in Belgium, or by classic bank transfer in most partner countries. BTC, Belgian development agency 11/33

12 Financial accounting General ledger (FIN-01) BTC s headquarters and country offices apply double-entry accounting (based on Belgian GAAP), while its interventions currently apply cash accounting only. BTC considers to apply double-entry accounting at all levels, so that every unbalanced entry is automatically detected. In order to be able to cope with potential chart of account constraints of the partner organizations and/or partner countries, the accounting system should be able to connect alternative chart of accounts to the common charts with automatic synchronization. Based on the truly international nature of the transactions the multicurrency functionality should cover maximum flexibility and yet be thorough. The currency rate of the document date and the booking date should be logged to allow for multicurrency reconciliation for mixed money transfers and transactions covering regularly multiple currencies for one payment requirement spread in time (when the multiple currencies fluctuate heavily in the meantime, to be booked and reconciled in a sound way). The most extensive multicurrency requirements are clearly required. To allow for a complete integration with the G/L, the projects should be managed in a projects subledger. Project figures can at all times be reconciled with the General Ledger figures. All information relating to budget consumption (not commitment) is based on accounting data (booked figures). Each project has at all times a financial project situation. A project accounting has mainly a cost focus which makes a project journal comparable to a purchase journal. The details of the booked transactions (entered in the field or at HQ) are available at the project account level. Provided the double entry accounting principle is applied, a double balance is continuously maintained. Within financial accounting all accounts at all levels are in debit/credit balance including all projects. Additionally the Financial Accounting (G/L) and the Analytical Accounting are also in balance against each other. Financial accounting Bank journals (FIN-02) For the extensive amount of bank accounts to be managed over the 18 countries, extensive banking ledger functionality is required in conjunction with treasury management. The bank and cash money transfers (payments and receivables) should automatically be matched, allocated and booked to the originating documents. Financial accounting Accounts Payable (FIN-03) The payables management of the accounting system including purchase invoice booking and purchase invoice control to set the invoice payment approved. Analytical accounting (ANA-01) Analytical accounting is already very much elaborated in the existing legacy systems. Up to eleven independent analytical dimensions are used for the moment. BTC will continue to use the concept of BTC, Belgian development agency 12/33

13 Multi-dimensional cost an Analytical accounting with independent non-hierarchical dimensions going beyond the classical cost driver/cost centre-/cost unit cascade. Additionally cost accounting is highly integrated with other modules: Financial accounting: all cost used come from the financial accounting and have also been booked in a P/L or balance account (f.e. amortizations). Budget management: a budget can be defined as a cost centre Project accounting: projects are the main analytical dimension BI data warehouse: analytical information can be combined with other information to create added value intelligence. Purchasing Purchasing Vendor management (PUR-01) The basic vendor record is defined in the contacts database of the xrm module (see below). As an extension to this database, additional vendor management features are available: related to pricing, product catalogue, e-procurement, etc. Purchasing Public procurement (PUR-02) The complete phased purchasing cycle which is typical for public procurement is supported. As BTC procures under Belgian, European, but also partner country legislation, the cycle has to be adapted to the specific number of phases, lead times or requirements of every country. Generic elements including budget reservation, purchase order and execution follow-up after awarding will be handled in the common system. An items database (see items database in logistics: LOG-02) or even an items per vendor database is used to manage reference prices before a purchase is performed. Purchase budget approval and reservation can be done using the reference prices. Procurement has an important impact on the project planning and hence this module has to be linked with the Gantt chart planning board and Critical Path Management. Purchasing Tender database (PUR-03) All the relevant vendor tenders that have ever been received are registered and can be looked up in an easy way. In this way, access is provided to accumulated knowledge of past purchases in order to speed up procurement. Purchasing Contracts (PUR-04) The database and management of procurement contracts and execution agreements that are generated after either a public procurement procedure or the elaboration of an execution agreement. Execution agreements and public sourcing purchasing can be handled similarly by including both in BTC, Belgian development agency 13/33

14 project templates. Country specific procedural delays can be set up in the templates providing a jumpstart for project planning. Purchasing Purchase order (PUR-05) All purchases have to be performed through a formal purchase order. Purchase orders can be entered directly or can be converted from requirements messages. The system will prompt to the appropriate contract to perform a call off from. Purchasing Vendor evaluation (PUR-06) Monitoring the customer service level of every vendor in terms of delivery within specification and according to budget or price (within regulatory limitations). Using vendor evaluation information also through the central vendor database will increase quality of the purchase contracts and agreements. Purchasing Purchasing / procurement (PUR-07) The procurement/purchasing module manages the system workflow of validation and checks for purchase orders from the request to the reception. The receiving information (specification) is automatically linked to the purchase order. The vendor invoices can directly be validated using the three-way match : All purchases have to be performed through a formal purchase order (no s f.e.) Every product or service delivery is received against specifications and quantity in the purchase order Upon reception, purchase invoices can be directly checked for being within specification and quantity through the receiving information on the one hand and checked for the correct amount on the other hand. Only mismatches for specification and quantity or amount are to be approved by the field. Logistics Logistics - Inventory (LOG-01) Upon reception, material and assets are entered in the inventory. For some types of fixed assets (e.g. IT material), a label with bar code and identifier is printed and tagged on the asset. For every asset, its actual location (and quantities, if applicable) will be known, including in transit when goods are moved between location, ensuring the complete traceability of goods. The inventory will also include the project s archive boxes, which contains the paper documents that need to be archived. Logistics Price management (LOG-02) An item database with products and services and descriptions is used to manage prices of products and services. These prices are used for budgeting and cost estimation for purchasing. BTC, Belgian development agency 14/33

15 Logistics Warehouse (LOG-03) An item database with products is used to manage inventory and the right on hand inventory at every physical location of all the material that needs to be inventoried including all the paper archives boxes. Supporting physical transactions like receiving, putaway, picking, packing and shipping. Relationship management Partner relations (RM-01) The partner relations database must allow BTC to keep track of all external partner information. All organizations, be it ministries, partner organizations or vendors, are registered, with the possibility to define their subdivisions and hierarchical relations. Contacts can be defined and linked to other contacts or to organizations by also defining the role in that organization (f.e. board member). Each description or link has a limited life cycle. Therefore every status has a start and end date and is logged for later inquiry. Event management (RM-02) Events can be organized by easily using the contacts and organizations in the partners relations database. The event organization itself is to be compared with tasks management close to small project management. Case management (RM-03) Related to contacts or organizations complaints, claims, litigation or in general cases can be managed and followed up. Project management As mentioned in the introduction, some important characteristics of BTC interventions are : Management for development results : projects are oriented towards achieving short, medium and long term development results and thus changes in people s lives. Development results vary between countries, sectors and interventions, and can be material (e.g. a school) or immaterial (e.g. better education, less unemployment, etc.). Projects are managed by BTC and its partners (mainly local Ministries), based on partnership and mutual accountability principles. Projects and programmes generally have a duration of 4 to 5 years, with total budgets varying from 1 million EUR to 25 million EUR. Projects are executed in 18 different countries with mostly poor infrastructural contexts, which impacts on possible software configurations (see chapter Technical context ). Some BTC interventions are divided into a number of sub-projects, with some project BTC, Belgian development agency 15/33

16 elements managed at the central project office, and some at the sub-level. The project management module will be used by the interventions, but will also allow for monitoring at other levels of the organization (representations and head office), respecting the role of each of these levels. The following sub modules have been identified : Project definition database (PM-01) This project definition database will contain all project identification details regarding to scope, responsibilities, validations, official documents. Project WBS set up (PM-02) The project can further be defined into detailed activities by using the stepwise refinement tool of defining a detailed Work Breakdown Structure. At every level of the tree-structure all the project metrics are been summarized for the lower levels. The WBS is linked with the Gantt chart planning board. Project template management (PM-03) By project type, project templates can be used to facilitate the project planning activities. Document templates will be made available per activity. Opening the document template feeds it with contextual metadata and when saved all the right links from the document library are updated automatically, without duplicating the document. When needed a new template can developed by assembling project template partitions into a new type of project template. Multiproject resource planning (PM-04) Human resources can be assigned to more than one project. Resources can be assigned to tasks interactively by having a simultaneous view on the load allocation of every particular resource on every task and the effective remaining capacity (personnel availability included) of the given resource. Preferably, general profile resources can be assigned in a first planning exercise, before the specific individual can be allocated. Gantt chart planning (PM-05) For every project a Gantt chart view is available with manual planning possibilities: moving tasks, adding and viewing predecessors, exception signals, critical path visualisation. Multiple level viewing is possible, allowing a drill down from the highest level to the smallest activity. A baseline planning can be set, in order to allow for tracking of planned versus actual. Risk/quality management (PM-06) Project risks are identified, analysed (probability & impact), treated (actions, who, when) and followed up. Quality indicators can be defined and followed up. Project requirements planning (PM-07) All defined activities are tagged as Make (own activity) or Buy. For the buy activities the system will create purchase messages that can be converted into purchase orders. BTC, Belgian development agency 16/33

17 Financial resource planning (PM-08) The project requirements (purchases) and their timing is translated into a cash requirements plan by translating the purchases in cash flow, taking into account payment terms. Critical path management (PM-09) The system first detects the initial critical path and subsequently watches the changes in planned or actual timing to adapt the critical patch when needed. All date changes or delays affecting the critical path create an exception message. Project progress management (PM-10) Management for development results (see above) implies that the management of inputs (finances, HR, etc.) and activities are all oriented towards achieving short, medium and long term development results and thus changes in people s life. Therefore, BTC projects monitor set of indicators that are defined during project design, and continually adapted during implementation. Indicators are captured in a monitoring matrix. This matrix gives an overview of indicators (vertical y- axis) and their values (baseline value, achieved values at different times, (intermediate) target values) (x-axis). Indicators can be quantitative performance indicators (measurable), but can also be qualitative (less measurable, rather verifiable). For every indicator for which a baseline value and a target value has been identified, a degree of realisation can be generated. Next to a tool to centralise data on indicators, the monitoring matrix is also intended to centralise technical details about the indicators as such: the indicator protocol. This includes information on: how is an indicator measured, drawing from what information/data source, the unit of measurement, startend of measurements, frequency of measurement, person responsible for data collection/measurement, cost of measuring indicator, etc. Results monitoring, but also timing and budget follow-up, adheres to the principle of manage by exception (see general operating principles). The exception messages should occur if a change has an impact on the critical path (hence influence timing), if it impacts budget (Estimate At Completion), if development results are not (sufficiently) reached, if critical risks are identified, if decisions of the project s steering committee are not followed up, etc. When an exception is detected the cause can be analysed using a drill down to the detailed level. The project management module has a number of interdependencies with other modules : Human resources : resource planning depends on the definition of the resources in the HR domain, and the availability of these resources. Finance : project metrics are in line with the financial, budget and analytical accounting. In the Work Break Down structure every level contains the summary of the most recent information of the levels below for all the defined metrics: ( budget, committed, consumed, Estimate to BTC, Belgian development agency 17/33

18 Complete etc ), although flexibility is needed for the level on which the financial metrics will be defined or followed up (e.g. budget on results level instead of activity level). Purchasing : the planning of the sourcing requirements are to be included in project management. The purchase order becomes a virtual part of the project with its delivery date and cost. Collaborative : each project can directly be accessed and managed by logging into the right project workspace of the collaborative tool. Document management : all necessary forms, drawings, documents are linked to the related activity in the project. Document templates can be opened starting from the activity and the resulting document will be linked to this activity (link with document library). BTC, Belgian development agency 18/33

19 I.2.3 Scenarios As mentioned in the previous chapter, the modules of the TO BE applications architecture must not be considered as stand-alone entities, but as components that are closely integrated due to the multiple links and interdependencies between them. BTC assumes that one single system will not respond to all needs described above ; the future architecture will consist of a combination of systems that cover 1 or more modules and that will need to be integrated with each other ; multiple scenarios exist for these combinations. For the 6 modules in this public contract, BTC identifies different scenarios : Scenario 1 : all 6 domains are covered by the same transactional system, used at all levels of the organisation. Scenario 2 : HR, Finance, Purchasing, Logistics and Relationships are covered by the same transactional system, used at all levels of the organisation. Project management, however, due to its importance for BTC and the specific requirements described above, is covered by a dedicated system, which is integrated with the transactional system. BTC, Belgian development agency 19/33

20 Scenario 3 : due to the quality issues of internet connections in our partner countries (see chapter Technical context ), a separate system for the project level is needed, which includes project management, but also project HR, project finance, project purchasing & logistics. The data from this offline system could be synchronised periodically (when a connection is available) with the central transactional system. Other scenarios are not excluded : respondents are free to propose other scenarios that might be better-suited for BTC s situation. BTC, Belgian development agency 20/33

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