WO2001026011A1 - Technique et estimateur pour la planification strategique de la gestion des operations - Google Patents

Technique et estimateur pour la planification strategique de la gestion des operations Download PDF

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Publication number
WO2001026011A1
WO2001026011A1 PCT/US2000/027801 US0027801W WO0126011A1 WO 2001026011 A1 WO2001026011 A1 WO 2001026011A1 US 0027801 W US0027801 W US 0027801W WO 0126011 A1 WO0126011 A1 WO 0126011A1
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project
operations management
task
developing
recited
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PCT/US2000/027801
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English (en)
Inventor
Douglas L. Kasamis
David L. Gordon
William C. Bond
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Andersen Consulting L.L.P.
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Priority to AU14317/01A priority Critical patent/AU1431701A/en
Publication of WO2001026011A1 publication Critical patent/WO2001026011A1/fr

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    • G—PHYSICS
    • G06—COMPUTING; CALCULATING OR COUNTING
    • G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
    • G06Q10/00—Administration; Management
    • G06Q10/06—Resources, workflows, human or project management; Enterprise or organisation planning; Enterprise or organisation modelling
    • G—PHYSICS
    • G06—COMPUTING; CALCULATING OR COUNTING
    • G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
    • G06Q10/00—Administration; Management
    • G06Q10/10—Office automation; Time management
    • Y—GENERAL TAGGING OF NEW TECHNOLOGICAL DEVELOPMENTS; GENERAL TAGGING OF CROSS-SECTIONAL TECHNOLOGIES SPANNING OVER SEVERAL SECTIONS OF THE IPC; TECHNICAL SUBJECTS COVERED BY FORMER USPC CROSS-REFERENCE ART COLLECTIONS [XRACs] AND DIGESTS
    • Y02—TECHNOLOGIES OR APPLICATIONS FOR MITIGATION OR ADAPTATION AGAINST CLIMATE CHANGE
    • Y02P—CLIMATE CHANGE MITIGATION TECHNOLOGIES IN THE PRODUCTION OR PROCESSING OF GOODS
    • Y02P90/00—Enabling technologies with a potential contribution to greenhouse gas [GHG] emissions mitigation
    • Y02P90/80—Management or planning

Definitions

  • IT Information Technology
  • Businesses need to balance technological capability with enterprise capability in order to remain modern organizations with a chance of survival.
  • Such a framework needs to be a single framework describing an entire IT capability, whether as functions, systems or tasks.
  • the IT framework should be a framework of functions, a representation of a complete checklist of all relevant activities performed in an IT enterprise.
  • a single IT Framework should represent all functions operative in an IT enterprise.
  • one embodiment of the invention is a method for providing a strategic planning function in an information technology organization that includes organizing and initiating a project to provide the strategic planning function; developing an operation management strategy; identifying gaps; and developing operations management capability blueprints.
  • Another aspect of the present invention is a method for providing an estimate for building a strategic planning function in an information technology organization.
  • This aspect of the present invention allows an IT consultant to give on site estimations to a client within minutes.
  • the estimator produces a detailed break down of cost and time to complete a project by displaying the costs and time corresponding to each stage of a project along with each task.
  • Another aspect of the present invention is a computer system for allocating time and computing cost for building a strategic planning function in an information technology organization.
  • Figure 1 shows a representation of a method for providing an operation management strategic planning functionality according to the presently preferred embodiment of the invention.
  • Figure 2 shows a representation of the tasks for organizing and initiating a project as represented in Figure 1.
  • Figure 3 shows a representation of the tasks for developing an operations management strategy as represented in Figure 1.
  • Figure 4 shows a representation of the tasks for identifying gaps as represented in Figure 1.
  • Figure 5 shows a representation of the tasks for defining the OM Capability blueprints represented in Figure 1.
  • Figure 6 shows a flow chart for obtaining an estimate of cost and time allocation for a project.
  • Figures 7a, 7b and 7c show one embodiment of an estimating worksheet for an OM strategic planning function estimating guide.
  • an information technology (“IT”) enterprise may be considered to be a business organization, charitable organization, government organization, etc. that uses an information technology system with or to support its activities.
  • An IT organization is the group, associated systems and processes within the enterprise that are responsible for the management and delivery of information technology services to users in the enterprise.
  • multiple functions may be organized and categorized to provide comprehensive service to the user.
  • the various operations management functionalities within the IT organization include a customer service management function; a service integration function; a service delivery function; a capability development function; a change administration function; a strategy, architecture and planning function; a management and administration function; a human performance management function; and a governance and strategic relationships function.
  • strategic planning plays an important role.
  • the present invention is directed to a method and estimator for providing strategic planning functions in an IT organization.
  • Strategy, Architecture & Planning creates a strategy and plan that outlines the overall IT Capability direction, initiatives, and common IT processes, organizations, applications, and technology architecture required to support desired business capabilities with optimal efficiency. This is accomplished by working with the enterprise and business unit strategy teams, as well as analyzing technology industry trends.
  • Strategy, Architecture & Planning function category provides technology guidance to the broader enterprise. These blueprints include the IT organization, IT process architectures, application architectures, and delivery vehicle architectures (development, execution, operations and physical network, and computing environments) required to enable the business capabilities.
  • the Strategy, Architecture & Planning function category seeks to ensure that the IT enterprise is aligned with the business and that there is maximum value, interoperability, and re-use of IT initiatives. Additionally, the Strategy, Architecture & Planning function evaluates, prioritizes, and plans for the recovery of critical business , through the Risk Management function set.
  • Strategy, Architecture and Planning function category focuses on planning and balancing long-term, strategic initiatives and quick-win business opportunities. Day-to-day operational and administrative tasks are addressed within the Service Delivery and Management & Administration function categories. Therefore, Strategy, Architecture & Planning function has enabled the following group of functions:
  • Strategic Planning provides a long-term (i.e., three-to-five year) strategic direction for the IT enterprise that uses drivers obtained by being a part of/working with the current enterprise and business unit strategies to establish IT and business value propositions, technology imperatives, guiding principles, and the technology objectives and implications that need to be addressed by the IT Capability Planning function set.
  • Strategic Planning addresses the IT Processes, Organizations, and Technology Architecture needed to ensure that the IT enterprise can efficiently support all business initiatives and business capabilities identified by the Business Operating Strategies.
  • Strategic Planning applies to all IT services (i.e., custom application development, packaged application implementation, or IT services such as Strategic planning processes).
  • IT Strategic Planning is an iterative process; IT strategic plans must be periodically monitored, reviewed, and updated to ensure relevance to enterprise, business unit, and industry trends. Any changes to the environment and the related assumptions may impact the overall blueprints and plans.
  • IT Strategy defines the strategic IT direction by identifying the technology imperatives, objectives, and guiding principles needed to enable the overall business strategy.
  • a Sourcing Strategy examines current and potential sourcing opportunities associated with IT assets and services needed by the enterprise.
  • An IT Capability Performance Model contains the performance targets and indicators for the capability. The model defines the different performance goals and metrics and the methods of measurement, presentation, and communication that monitor the performance of the IT capability. Metrics and definitions are also defined for each of the business integration elements that comprise an IT capability. These are aligned with delivering the overall IT Capability
  • a method for providing (or building) an Operations Management (“OM”) Strategic Planning function includes the tasks involved in building or providing a particular OM function. These specific tasks are described in reference to the Operations Management Planning Chart (“OMPC") that is shown on Figure 1.
  • OMPC Operations Management Planning Chart
  • This chart provides the business integration methodology for capability delivery, which may include tasks such as planning analysis, design, build & test, and deployment.
  • Each OM function includes process, organization, and technology elements that are addressed throughout the description of the corresponding OM function.
  • the method of the present invention includes four steps as represented in Figure 1. These steps include Organizing and Initiating Project 1510, Developing Operations Management Strategy 1520, Identifying Gaps 1570 and Developing Operations Management Capability Blueprints 1580. The steps are described in more detail below.
  • Step 1510 Organize & Initiate Project
  • step 1510 the ground rules for the project are established.
  • a commitment from the sponsoring organization is obtained.
  • the typical major deliverables at the conclusion of this step include documentation of the planning assumptions, and a summary of the project objectives and constraints.
  • the tasks involved in organizing and initiating a project are represented in Figure 2. These tasks include (1 ) Defining Objectives and Constraints 1511 ; (2) Identifying End-game Expectations 1513; (3) Obtaining Sponsorship Commitment 1515; and (4) Enabling the Project 1517.
  • Task 1511 Defining Objectives & Constraints Task 1511 includes determining the scope of the project, what OM functions are to be analyzed, and what deliverables are to be produced. Also, the depth of analysis required by the sponsor, and the depth of the analysis based on the objective are determined and should be resolved if there are differences.
  • the objective of this task is to define the project goals and any constraints or limitations placed on the project team or the deliverables, which typically are the project objectives.
  • One of the considerations for carrying out this task is that the terminology used by the sponsoring organization may be different for a given OM function. Therefore, to define accurate goals, there should be a common understanding of the functionality to be deployed. Typically, the sponsor's goals will determine the length and depth of the project planning. Task 1513: Identify Expectations
  • task 1513 the reasons for undertaking the project are identified.
  • the project outcomes are delivered.
  • the subtasks here include identifying the management motivation for the project, determining if there are hidden agendas or obstacles to be overcome, and determining management's desired outcome for the project.
  • hidden agendas may be identified within the sponsoring organization as a reason for undertaking a project. For example, there may be a lack of confidence that the operation's staff could handle a project, such as a move to a client/server environment. As another example, there may be a desire to outsource IT operations without specifically expressing that desire for concern out of maintaining IT operations until a transition could be effected. Due to these considerations, interviews and fact-gathering may be restricted to only a select group of employees who need to be identified.
  • Task 1515 Obtain Sponsorship Commitment
  • task 1515 approval of project plans is obtained and expectations of sponsor management are confirmed. At the conclusion of the task the approval to proceed is delivered.
  • the subtasks here include reviewing the detailed plans for the project with management, reviewing and confirming the deliverables to be produced, and reviewing and confirming the level of expectations of the sponsor management.
  • the project team is oriented and availability and workability of other needed resources is ensured.
  • the project orientation is delivered.
  • the subtasks here include selecting and training project team members, organizing sponsor resources as required, obtaining other resources, work space, etc., as needed, and planning and confirming schedules, milestones, interim meetings, etc.
  • the project team should be selected, oriented, and trained. For strategic reviews of this type, it is desirable that team members have outstanding skills and experience in operations management. More specifically, the following experience is desirable: (1 ) deep knowledge of, and expertise in, OM functions and how they may interconnect; (2) creativity in designing operating alternatives, including use of technology enablers and partnering/outsourcing alternatives; (3) develop realistic, workable solutions, given the organization's ability and willingness to change; and (4) strong research and analytical skills. A thorough knowledge of the Operations Management View of the IT Framework is desired. If the Gap Analysis is to encompass a full Assessment, then personnel with expertise in this discipline should be included on the project team.
  • Step 1520 Develop Operations Management Strategy
  • Step 152 The objectives of Step 152 are to establish the strategic direction and operating vision for operations management. This is realized by delivering a detailed OM Operating Vision.
  • the tasks in Developing Operations Management Strategy include (1 ) establishing
  • Task 1521 Establish Strategic OM Objectives The goal of task 1521 is to determine the overall objectives and direction to be used for operations activities. Upon concluding this task, OM
  • the subtasks, or activities include determining process objectives and direction, determining organizational objectives and direction, and determining technology architecture objectives and direction. This task is performed in conjunction with task 1523, Formulate &
  • the goal of task 1523 is to identify and evaluate the alternative approaches for achieving the OM objectives.
  • OM Strategy Alternatives are delivered.
  • the activities that that make up this task include identifying process alternatives, identifying organization design alternatives, and identifying technology architecture alternatives.
  • Task 1529 Establish OM Vision & Approach The goal of task 1529 is to finalize the operating vision in the form of process, organization, and technology direction. Based on this task, an Operating Vision can be delivered to the client.
  • the Operating Vision can be created by selecting and confirming process direction, selecting and confirming organization direction, and selecting and confirming technology architecture direction.
  • a major consideration when carrying out this task is to verify the selected approaches against the overall objectives and any constrains/limitations previously identified.
  • Step 1570 Identifying Gaps
  • the goal of Step 1510 is to identify the performance gaps in the existing operations infrastructure, and begin identification of alternative approaches at a high level.
  • This information is presented in a Gap Analysis.
  • the Gap Analysis can be prepared by performing the following tasks, as shown in FIG. 4: (1) determining Existing Capabilities 1571 ; (2) Identifying Gaps 1573; (3) reviewing Reuse Opportunities 1575; and (4) generating Gap Closure Alternatives 1579. These tasks are described below. If the Gap
  • the goal of task 1571 is to evaluate the capabilities and performance levels of OM functions within the agreed project scope. Upon conclusion of this task, a Capability Assessment is delivered. This task is carried out by conducting interviews with appropriate personnel, reviewing operating policies & procedures, reviewing performance level reports and other documentation, and observing operating performance.
  • Task 1573 Identify Gaps
  • the goal of task 1573 is to identify areas for improvement in operating performance. This information is typically presented in the Gap Analysis.
  • the task of identifying gaps is typically carried out by defining standards or baselines against which current performance is measured, and identifying areas where current performance is sub-standard.
  • Standards may be based on OMM Capability Levels, best practices, or the sponsoring organization's definition of what level of performance is deemed to be deficient. For example, compilation of user satisfaction surveys may be completed to determine areas of sub-standard performance.
  • the goal of task 1575 is to identify opportunities to reuse existing assets or capabilities for each gap.
  • a compilation of Reuse Solutions may be prepared as part of this task. These opportunities, or solutions, are identified by examining software and procedures currently in place for reuse in other areas. If opportunities exist, the feasibility of adapting them for re-use should assessed. Generally, this is not a major task because reuse opportunities in Operations Management are infrequent.
  • Task 1579 Generate Gap Closure Alternatives The goal of task 1579 is to develop the approach for closing the key operations gaps. Upon completion of this task, a Gap Closure Approach report is delivered. This task is carried out by prioritizing the problem areas in operations, assessing problems and defining solution alternatives. After this, the task is usually completed by selecting the closure approach for priority problem areas. Because the amount of time for this task can vary greatly, the depth of analysis should be negotiated up front with sponsor management.
  • Step 1580 Develop Operations Management Capability Blueprints
  • Step 1580 The Objectives of Step 1580 are to develop high-level plans and estimates for delivery of an operations infrastructure that will meet the business and IT requirements of the sponsoring organization. Referring now to Fig. 5, this step is carried out by delivering (1 ) OM Architecture Definition; (2) OM Organization Definition; (3) OM Function Blueprints; (4) OM Strategic
  • This step includes the following tasks: developing OM Architecture
  • Task 1581 Develop OM Architecture Definition The goal of task 1581 is to develop the high-level plan for an operations architecture which will meet the business and IT requirements of the sponsoring organization. This plan is referred to as the OM Architecture
  • Task 1583 Develop OM Organization Definition
  • the goal of task 1583 is to develop the high-level plan for an operations organization structure which will meet the business and IT requirements of the sponsoring organization. This plan is referred to as the OM Organization Definition.
  • the task is carried outby confirming the level of detail desired by sponsor management, and then creating the operations organization as specified.
  • the products to be delivered as the final step are preferably negotiated at the beginning of the project.
  • Task 1587 Develop OM Function Capability Blueprints
  • the goal of task 1587 is to develop the high-level plans for delivery of the OM functions included in the scope of the Gap Analysis. These plans include the OM Function Blueprints, OM Strategic Planning Function
  • the task is carried out by confirming the level of detail desired by sponsor management, and then creating the plans as specified.
  • the products to be delivered as the final step are preferably negotiated at the beginning of the project.
  • a Capability Blueprint is defined as a document which provides a clear "big picture" of a capability, and covers the following elements: Strategy; Culture; Performance; Organization; Competency; Process; Facilities & Layout; Application; Equipment; and Delivery Vehicle. If the desired next step for the organization is an OMM Assessment, then the Operational Maturity Model (OMM)
  • Task 1589 Develop Capability Delivery Approach
  • the goal for task 1589 is to develop an overall plan for building and deploying the architecture, organization, and OM functions as specified in the project scope. This task is carried out by confirming the level of detail desired by sponsor management, and then developing the plan as specified. Depending on the level of detail desired, the plan may contain specific project cost estimates, staffing requirements, timelines and milestones, and business cases.
  • the present invention also includes a method and apparatus for providing an estimate for building a strategic planning function in an information technology organization.
  • the method and apparatus generate a preliminary work estimate (time by task) and financial estimate (dollars by classification) based on input of a set of estimating factors that identify the scope and difficulty of key aspects to the function.
  • Fig. 6 is a flow chart of one embodiment a method for providing an estimate of the time and cost to build a service level management in an information technology organization.
  • a provider of an OM strategic planning function such as an IT consultant, for example, Andersen Consulting, obtains estimating factors from the client 202. This is a combined effort with the provider adding expertise and knowledge to help in determining the quantity and difficulty of each factor.
  • Estimating factors represent key business drivers for a given operations management OM function. Table 1 lists and defines the factors to be considered along with examples of a quantity and difficulty rating for each factor.
  • the provider with the help of the client, will determine an estimating factor for the number of OM functions within the scope of the strategic planning 202.
  • the determination of the difficulty rating 204 depends on the previous experience of the consultant.
  • the provider or consultant with a high level of experience will have a greater opportunity to determine the correct number and difficulty.
  • the number and difficulty rating are input into a computer program.
  • the computer program is a spreadsheet, such as EXCEL, by Microsoft Corp. of Redmond, Washington, USA.
  • the consultant and the client will continue determining the number and difficulty rating for each of the remaining estimating factors 206.
  • this information is transferred to an assumption sheet 208, and the assumptions for each factor are defined.
  • the assumption sheet 208 allows the consultant to enter in comments relating to each estimating factor, and to document the underlying reasoning for a specific estimating factor.
  • an estimating worksheet is generated and reviewed 210 by the consultant, client, or both.
  • An example of a worksheet is shown in Figs. 7a, 7b and 7c.
  • the default estimates of the time required for each task will populate the worksheet, with time estimates based on the number factors and difficulty rating previously assigned to the estimating factors that correspond to each task.
  • the amount of time per task is based on a predetermined time per unit required for the estimating factor multiplied by a factor corresponding to the level of difficulty.
  • Each task listed on the worksheet is described above in connection with details of the method for providing the strategic planning function.
  • the same numbers in the description of the method above correspond to the same steps, tasks, and task packages of activities shown on the worksheet of Figs. 7a, 7b and 7c.
  • the worksheet is reviewed 210 by the provider and the client for accuracy. Adjustments can be made to task level estimates by either returning to the factors sheet and adjusting the units 212 or by entering an override estimate in the 'Used' column 214 on the worksheet. This override may be used when the estimating factor produces a task estimate that is not appropriate for the task, for example, when a task is not required on a particular project.
  • the work plan contains the total time required in days per stage and per task required to complete the project. Tasks may be aggregated into a "task package" of subtasks or activities for convenience.
  • a worksheet as shown in Fig. 7a, 7b and 7c, may be used, also for convenience. This worksheet may be used to adjust tasks or times as desired, from the experience of the provider, the customer, or both.
  • a financial estimate is generated in which the provider and client enter the agreed upon billing rates for Ptnr, Mgr, Cnslt, and Anlst 220. The total estimated payroll cost for the project will then be computed and displayed, generating final estimates.
  • a determination of out-of- pocket expenses 222 may be applied to the final estimates to determine a final project cost 224.
  • the provider will then review the final estimates with an internal functional expert 226.
  • Other costs may also be added to the project, such as hardware and software purchase costs, project management costs, and the like.
  • project management costs for managing the providers work are included in the estimator. These are task dependant and usually run between 10 and 15% of the tasks being managed, depending on the level of difficulty. These management allocations may appear on the worksheet and work plan.
  • the time allocations for planning and managing a project are typically broken down for each of a plurality of task packages where the task packages are planning project execution 920, organizing project resources 940, controlling project work 960, and completing project 990, as shown in Fig. 7a.

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Abstract

Cette invention concerne une méthode concernant la mise en place d'une fonction de planification stratégique de la gestion des opérations dans une entreprise oeuvrant dans les technologies de l'information. A cet égard, cette méthode consiste à concevoir et à lancer un projet (1510), à élaborer une stratégie de gestion des opérations (1520), à identifier des hiatus (1570)et à établir des plans de gestion des opérations (1580).
PCT/US2000/027801 1999-10-06 2000-10-06 Technique et estimateur pour la planification strategique de la gestion des operations WO2001026011A1 (fr)

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Application Number Priority Date Filing Date Title
AU14317/01A AU1431701A (en) 1999-10-06 2000-10-06 Method and estimator for providing operation management strategic planning

Applications Claiming Priority (2)

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US15825999P 1999-10-06 1999-10-06
US60/158,259 1999-10-06

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WO2001026011A1 true WO2001026011A1 (fr) 2001-04-12

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PCT/US2000/027592 WO2001026007A1 (fr) 1999-10-06 2000-10-06 Methode et estimateur destines a la planification antisinistre d'une affaire
PCT/US2000/027795 WO2001025876A2 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour la modelisation et la planification de la capacite
PCT/US2000/027801 WO2001026011A1 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour la planification strategique de la gestion des operations
PCT/US2000/027856 WO2001025970A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur pour l'evaluation de modeles de maturite d'operations
PCT/US2000/027593 WO2001026028A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur de gestion du changement
PCT/US2000/027803 WO2001026013A1 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour gestion des niveaux de service
PCT/US2000/027629 WO2001026008A1 (fr) 1999-10-06 2000-10-06 Procede de surveillance d'evenements/defaillances et dispositif d'estimation associe
PCT/US2000/027804 WO2001026014A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur destines a la mise en oeuvre d'une commande de services
PCT/US2000/027802 WO2001026012A1 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour la gestion des moyens de stockage
PCT/US2000/027796 WO2001026010A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur pour l'ordonnancement de la production
PCT/US2000/027518 WO2001026005A1 (fr) 1999-10-06 2000-10-06 Procede de determination du cout total de la propriete
PCT/US2000/027857 WO2001025877A2 (fr) 1999-10-06 2000-10-06 Organisation de fonctions de technologie de l'information

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PCT/US2000/027856 WO2001025970A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur pour l'evaluation de modeles de maturite d'operations
PCT/US2000/027593 WO2001026028A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur de gestion du changement
PCT/US2000/027803 WO2001026013A1 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour gestion des niveaux de service
PCT/US2000/027629 WO2001026008A1 (fr) 1999-10-06 2000-10-06 Procede de surveillance d'evenements/defaillances et dispositif d'estimation associe
PCT/US2000/027804 WO2001026014A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur destines a la mise en oeuvre d'une commande de services
PCT/US2000/027802 WO2001026012A1 (fr) 1999-10-06 2000-10-06 Technique et estimateur pour la gestion des moyens de stockage
PCT/US2000/027796 WO2001026010A1 (fr) 1999-10-06 2000-10-06 Procede et estimateur pour l'ordonnancement de la production
PCT/US2000/027518 WO2001026005A1 (fr) 1999-10-06 2000-10-06 Procede de determination du cout total de la propriete
PCT/US2000/027857 WO2001025877A2 (fr) 1999-10-06 2000-10-06 Organisation de fonctions de technologie de l'information

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AU (12) AU1193601A (fr)
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