D44616GC10 Case Study

Oracle Internal & Oracle Academy Use Only
Implementation Case Study

(Siebel 7.7)
Student Guide
December 2004
Part # 10PO2-CCS-07712
D44640GC10
Edition 1.0
D45100
®
Copyright © 2004, 2006, Oracle. All rights reserved.
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Core Consultant Course: Case Study (Siebel 7.7)
Table of Contents
Module i: Core Consultant Course: Case Study (Siebel 7.7) Training

Module 1: Preparing for the Case Study
Module 2: Case Study Introduction
Module 3: Implementing a Siebel Application
Case Study: Telecom Solutions and Products Project
i
ii
Core Consultant Course: Case Study (Siebel 7.7) Training i.1
Siebel Technical Training i
Core Consultant Course:

Case Study (Siebel 7.7)
November
November 2004
2004

®
Module i: Core Consultant Course: Case Study (Siebel 7.7) Training 1 of 19

Module i: Core Consultant

Course: Case Study (Siebel
7.7) Training

Module Agenda i
This module provides an introduction to the:
` Instructor and class participants
` Training site information
` Course:
Audience
Prerequisites
Goal
Objectives

Methodology
Materials
Agenda
Why you need to know

Instructor and Class Participants

Who are you?
` Name
` Company
` Role
What is your prior experience?
` Siebel applications
` Relational database

` Programming
How do you expect to benefit from this course?

Training Site Information i

Bathrooms Class duration and breaks
Telephones Meals and refreshments
Fire exits Questions?


Course Audience
This course is designed for implementation teams
` Application developers
` System architects and configurators
` Database administrators
` Systems administrators


Course Prerequisites i
Basic Windows or NT navigation and file management skills
Understanding of basic relational database concepts
Familiarity with application development
Familiarity with Web-based and client/server applications


Course Goal
The Core Consultant Course (CCC) is designed to provide
Siebel application integrators with:
` An introduction to Siebel applications
` Information on how to efficiently and effectively interact with the
Siebel Systems Global Services organizations
` The technical foundation necessary to implement Siebel
applications
` A simulated real-world case study


Course Objectives i
Use a standardized implementation methodology
Navigate the Siebel user interface
Describe the Siebel architecture
Install Siebel software to set up your enterprise
Secure access to Siebel applications and data
Define your company structure
Configure a Siebel application

Populate and manage data into the Siebel database
Automate business rules in your Siebel application
Migrate from development to test
Support mobile clients
Configure a Siebel application during the case study

Course Methodology
Subject matter is delivered via:
` Lecture and slide presentations
` Software demonstrations
` Class discussions
` Hands-on labs


Course Materials i
Student Guide
` All slides presented during lecture
` Notes that point to Siebel Bookshelf references
Lab Guide
` Hands-on lab exercises and solutions


Overview of Course Flow
1. 2. 3. 4.
Foundations Architecture Access Exploring
and Control and Siebel
Installation Organization Applications
Setup
5. 6. 7. 8.
Configuration Data Loads Business Deployment

Process
Automation
9.
Implementation
Case Study

Course Agenda i
Foundations
` 1: Introducing Siebel Applications
` 2: Implementing Siebel Applications
` 3: Using the Siebel Client
` 4: Working with Data in the User Interface
Architecture and Installation

` 5: Exploring the Siebel Architecture
` 6: How Clients Access Siebel Data
` 7: Installing Siebel Software
` 8: Introducing Server Administration
` 9: Server Configuration and Management

Course Agenda Continued

Security
` 10: Securing Siebel Implementations
` 11: Implementing the Company Structure
` 12: Controlling Access to Views
` 13: Controlling Access to Customer Data
` 14: Controlling Access to Master Data
Exploring Siebel Applications

` 15: Understanding Object Definitions Behind a Siebel Application
` 16: Using Siebel Tools to Examine Object Definitions
` 17: Understanding the Siebel Data Model
` 18: Understanding Business Components
` 19: Understanding Party Business Components
` 20: Understanding Business Objects

Course Agenda Continued i

Configuration
` 21: The Configuration Process
` 22: Managing Object Definitions
` 23: Editing and Compiling Object Definitions
` 24: Understanding the Physical User Interface
` 25: Configuring Applets
` 26: Configuring Applications, Screens, and Views
` 27: Configuring Drilldowns

` 28: Configuring Business Components and Fields
` 29: Creating Business Components and Fields
` 30: Configuring Picklists
` 31: Configuring Multi-Value Groups
` 32: Extending the Siebel Database


Data Loads
` 33: Exploring Integration Strategies
` 34: Introducing Enterprise Integration Manager
` 35: Data Mapping
` 36: Invoking Enterprise Integration Manager
` 37: Setting Enterprise Integration Manager Options


Course Agenda Continued i

Business Process Automation
` 38: Understanding Siebel Event Models
` 39: Best Practices for Siebel Scripting
` 40: Using Siebel State Model
` 41: Introducing Siebel Workflow
` 42: Deploying Workflow Processes
` 43: Invoking Workflow Processes
` 44: Understanding Interactive and Long-Running Flows

` 45: Introducing Assignment Manager
` 46: Creating Assignment Rules
` 47: Assignment Manager Configuration
` 48: Deploying Assignment Manager


Deployment
` 49: Performance, Scalability, and Reliability Considerations
` 50: Migrating from Development to Test
` 51: Using Siebel Remote to Support Mobile Clients
` 52: Administering Siebel Remote
Conclusion

` 53: Final Words
Implementation Case Study

` Case Study

Summary i
This module provides an introduction to the:
` Instructor and class participants
` Training site information
` Course:
Audience
Prerequisites
Goal
Objectives

Methodology
Materials
Agenda


Preparing for the Case Study 1.1
Core
Core Consultant
Consultant Course:
Course:
Case
Case Study
Study (Siebel
(Siebel 7.7)
7.7)
Module 1: Preparing for the

Case Study

Module Objectives
After completing this module you will be able to:

` Describe the following aspects of the Case Study:
Benefits
Methodology
Challenges
Expectations
` List resources to successfully complete the project
` Describe ground rules for a successful case study

implementation
` Describe the goal of the project team demonstration
Why you need to know:

` To prepare you to successfully undertake a real-world
Siebel implementation scenario
Module 1: Preparing for the Case Study 2 of 13

Advantages of a Case Study Approach

The Implementation Case Study provides you an opportunity to:
` Exercise what you have learned in Essentials (Siebel 7.7)
1
` Determine an implementation strategy for a set of business
requirements
` Identify effective methods for executing a Siebel implementation
` Practice in a controlled environment before your first
implementation


Case Study Methodology

The Case Study simulates a real-world development effort
` Implementation activities are hands-on
` Work occurs in project teams
` Instructions and directions are not explicitly stated


Instructor Supervision
Instructor involvement is limited
` Presents introduction and wrap-up modules
1
` Provides review sessions as needed
` Role-plays the business analyst representing the customer in daily
meetings with teams
` Acts as a technical consultant to assist with the Siebel
implementation


Project Team Expectations

You will:
` Complete and demonstrate a Siebel deployment proof-of-concept
` Conduct appropriate research where required to find additional
details to complete tasks
` Actively participate in the Case Study
Team-based development
` Required because of the extent of work and time constraints
` Replicates the Siebel implementation approach


Challenges
Applying the course knowledge gained to a real-world
environment
1
` Undirected development
` Incomplete information to complete tasks
Extent of the effort
` One person cannot do all the work
` Divide the work and focus on getting your part done
Working with teammates

` Varying levels of expertise and experience
` Different corporate cultures
` Different personalities
` Requires patience, patience, patience

Suggestions for Team Success

Understand the work to be done
Develop a project plan
Divide work based on team strengths
Establish a project manager to plan and assign tasks
` Project manager must also take on configuration tasks
Schedule regular meetings to ensure that:
` Tasks are being completed

` Siebel technology is being implemented
` Information transfer is occurring among team members
Work to meet the daily milestones

Available Resources
Implementation Case Study section of the Student Guide
` Material defining the requirements for the customer application
` Project-planning documents
1
Training materials from the Essentials (Siebel 7.7) course
Siebel Bookshelf
Siebel Sample application
Lab data files
` EIM (Enterprise Integration Manager) data files

` Installation parameters sheet
Installation Simulations
Additional resources:
` Review sessions
` Instructor
Business analyst meetings
Instructor assistance
` Fellow students

Completing the Case Study

Complete core requirements; include non-core requirements
where possible
Select one of two demonstration techniques:
` End-to-end demonstration of a business process
` A showcase of achieved business requirements
Presentation is targeted to:
` The business analyst (instructor), to show that the implementation
meets the customer's requirements

` Fellow students, to show the challenges faced and how they were
met
Demonstrate unique approaches and solutions for business
requirements

Ground Rules
For the Case Study to be successful, participants must:
` Work cooperatively on their teams
1
` Attend and participate fully
Attend during business hours, as customer will not allow off-hours
access
` Apply due diligence in troubleshooting
Do homework before seeking instructor intervention
` Consult fellow team members

` Consult other classmates
` Consult Bookshelf and Siebel training material

Ground Rules Continued

Participants should conduct themselves in a focused and
professional manner
` Keep noise level down
` Conduct business and discussions that are not related to the Case
Study only outside the training room
` Notify team members and instructors in advance of any special
absences or commitments


Summary
This module showed you how to:

` Describe the following aspects of the Case Study: 1
Benefits
Methodology
Challenges
Expectations
` List resources to successfully complete the project
` Describe ground rules for a successful case study

implementation
` Describe the goal of the project team demonstration


Case Study Introduction 2.1
Core
Core Consultant
Consultant Course:
Course:
Case
Case Study
Study (Siebel
(Siebel 7.7)
7.7)
2
Module 2: Case Study
Introduction

Module Objectives

` Describe the customer’s functional requirements
` Identify the deliverables
` Identify the activities required to complete the project

` To be able to successfully start and complete the project

Module 2: Case Study Introduction 2 of 9

Telecom Solutions and Products (TSP)

TSP is a company that:
` Manufactures and sells telecommunication equipment
Wireless networking products, digital modems, and cellular phones
Phone systems for small- and medium-sized offices
Hotel phone systems
` Markets to home offices, small offices, medium-to-large
2
businesses, and hotels and inns of all sizes
Has a dedicated telesales department

Uses a network of channel partners for field sales
` Markets all of its product lines through its internal telesales
organization and uses channel partners as a field sales force when
necessary

TSP Business Goals

Capture all incoming caller information
Accept and process orders immediately
Forward leads when required to channel partners
Track opportunities, quotes, and orders


Case Study Activities

Install the necessary Siebel software
Set up the development environment
Create the customer organization structure with appropriate
Access Control mechanisms
Configure the application to meet the requirements 2
Import legacy data
Configure business automation

` Assignment Manager
` Siebel Workflow
Deploy Web-based clients

Case Study Implementation

Focuses on the Build phase
` Work products from the Design phase will be provided
Project Phases Project Stages

Typical phases in
implementing a Analyze
new business Plan
Plan
process
Define Business analyst
hands off the Solution
Design

Discover
Design Document to
Design the technical team
Configure
Focus of the
Case Study Build Validate
Deploy
Manage
Run Evaluate
Update

Inputs for the Case Study

Customer information from the business analyst includes:
` Scoping document
Proof-of-concept requirements
Acceptance criteria
Purchased feature list
` Functional requirements
2
` Customer process models to demonstrate business processes
` Organization structure for visibility

` Master data catalog requirements
` Legacy data definitions

Outputs of the Case Study

Project team deliverables for the Configure stage include:
` The following completed work products:
Planning document
Siebel Installation checklist
EIM data mapping spreadsheets
Assignment Manager rules
Workflow processes and policies
` An installed Siebel database populated with:

Legacy data
Employees and channel partners
Categorized master data

Summary

` Describe the customer’s functional requirements
` Identify the deliverables
` Identify the activities required to complete the project
2



Implementing a Siebel Application 3.1
Core
Core Consultant
Consultant Course:
Course:
Case
Case Study
Study (Siebel
(Siebel 7.7)
7.7)
Module 3: Implementing a
Siebel Application 3

Module Objectives

` Identify success factors for Siebel implementations

` Understanding success factors increases the likelihood of
a successful implementation

Module 3: Implementing a Siebel Application 2 of 14

0/6
Success Factors
Understand the Standard Application
Understand Functionality
Explore the Standard Application
Minimize the Configuration Effort 3

Organize the Project
Apply Best Practices

1/6
Understand the Standard Application

Navigation within Siebel applications supports the natural flow of
work
Siebel-recommended order for entering business data:
` Minimizes views visited and keystrokes
` Eliminates re-entering of user data
` Examples:
Creating a contact for an opportunity assigns the contact to the
account as well

Creating a quote for an opportunity automatically includes products
associated with the opportunity

2/6
Understand Functionality
Understand the functionality of the standard application
` Server
Workflow processes
Assignment Manager
` Client-side functionality managed by administrators
Workflow deployment
Access Control
` Can define at run time who has access to data
3


3/6
Explore the Standard Application

Explore the standard application to determine:
` Relationships between business components
` Business components that make up a business object
` Attributes of the business components
Install and use the sample database that is delivered with Siebel
software
Explore the repository using Siebel Tools


4/6
Minimize the Configuration Effort

Use responsibilities to manage access to views
Modify UI layer objects to incorporate user naming conventions
` As an example, user refers to opportunities as leads
Modify existing Business layer objects to:
` Add new business attributes
` Add new business entities
` Change the business rules and policies
3

Modify the Data layer to store new data
` First consider using the:
Existing unused field and column
Existing _XM table for a new business component

5/6
Organize the Project

Specify the outputs of a given task and the inputs for following
tasks
Provide ways to:
` Organize a project
` Track a project
` Ensure the quality of the project


6/6
Apply Best Practices

Best practices
` Roll out the solution in phases
` Involve users and management
` Provide end-user training
` Develop a rollout plan


Best Practices: Phases

Design the solution to roll out in phases
` Rank business requirements according to implementation effort
` Group requirements into phases that build upon each other
` Define and confirm acceptance criteria for each phase
` Release the first phase quickly, and keep it simple


Best Practices: Involvement

Involve the users and management
` Conduct hands-on product testing and walk-through sessions to
gain feedback, acceptance, and approval
` Encourage joint decision-making and responsibility
` Promote system acceptance and usage by releasing the new
functionality that will most improve productivity
` Leverage management and end users to invoke change


Best Practices: Training

Train users and help desk support personnel to understand:
` Siebel application functionality
` User interface and navigation
Use the customized product for this training


Best Practices: Rollout

Develop a rollout plan
` Schedule for sufficient testing prior to rollout
` Identify key pilot users and proponents
` Build the infrastructure
Equipment
Help desk
Training
Monitoring
3

Administering
` Transfer appropriate knowledge
` Record and archive the build components

Summary

` Identify success factors for Siebel implementations


Telecom Solutions and Products Project
Background
Telecom Solutions and Products (TSP) has long been an industry leader in the production
and sale of telecommunications solutions and products. The product line ranges from
mobile and personal communications equipment to large telephone systems such as

private branch exchange (PBX) systems. In recent years, TSP has introduced a very
successful line of PBXs customized for the hotel industry. It intends to pursue that market
vigorously. Traditionally, its core business has been land-based phone lines for
residential customers. TSP has set up business partnerships with other vendors for
outsourcing business relating to wireless products, cell phones, modems, office private
branch exchanges (PBXs), and hotel PBXs. Its customer base also consists of small- to
medium-sized businesses.
Today, the centralized telesales team works with customers via email, telephone, and fax.
Based on the information offered by customers, telesales agents determine if a follow-up
call or on-site visit is necessary. TSP uses partners for field sales coverage. Partners
manage all customer site visits.
The partners offer the industry experience necessary to coordinate intricate
telecommunications product installations. However, since partners are not TSP
employees, they do not have direct access to TSP’s computer system. The telesales group
and partners communicate with one another via phone calls or email. As a result, sales
leads are not forwarded quickly enough, leads are not being pursued, and the status of
leads is not visible once they have been assigned.
TSP is known for maintaining the highest customer satisfaction ratings in the industry.
Senior management believes in 100% customer satisfaction. Each quarter, TSP surveys
customers who have purchased new equipment. The last two surveys indicate a surprising
downturn in customer satisfaction. TSP management is committed to raising the scores to
their previous level.
Business Objectives and Strategy

TSP has taken swift action to identify the cause for the low customer satisfaction scores.
One problem is that the partners do not have TSP computer system access. Another
problem is that the telesales agents are overburdened with work. They must handle all
incoming and outbound customer contact, ranging from simple account updates and
shipping status inquiries to outbound literature fulfillment requests. The current system
was not designed for the demands now placed on the telesales group. TSP sees that
transferring and effectively monitoring sales leads is critical.
Core Consultant Course: Case Study (Siebel 7.7) 1
Customers contact TSP by way of the call center toll-free telephone number. Customer
requests range from simple product inquiries and order placement to critical shipment
issues. Now that partners have joined TSP, their need for account information and new
leads has dramatically increased the inbound call volume at the call center.
Customers also request on-site sales consultations. At this point, a telesales agent works
through the issue with the customer and determines if a partner should be contacted for a
customer visit. The partner then contacts the customer and makes the necessary
scheduling arrangements over the phone for an on-site visit.
The goals of the on-site consultation are to analyze the existing equipment and to design
an integrated solution with the new TSP equipment. Partners are specialized solution
providers. They are also telecommunications solution experts in the areas in which they
operate, such as governmental telecommunications regulations, telephony, and Internet

standards.
TSP senior management is determined to regain greater customer satisfaction, increase
communication between departments and partners, and continue long-term sales growth
as the industry leader.
With the recent customer satisfaction issues in mind, TSP management asked their
customers how they could improve the customer experience. The number one request
was the ability to conduct business with TSP over the Web. Customers want to check
their orders, peruse online product catalogs, submit orders, and order literature at their
convenience over the Web.
A team of analysts was recently hired to make recommendations to improve the low
customer satisfaction levels. The following recommendations were made:
• Allow partners access to leads and opportunities
• Streamline the call center processes
• Develop an automated system for routing sales leads received by telesales agents
to local partners
• Provide a universal price list
Siebel Systems Solution

Under advice of the analysts, senior management selected Siebel Systems as the primary
vendor for a comprehensive business solution including information sharing
technologies. Siebel Partner Manager and Partner Portal (components of Siebel Partner
Relationship Management (PRM)) and Siebel Call Center have been purchased and will
be rolled out in a phased approach. Specific features and functionality are listed below.
The solution will also incorporate product information and account records residing in
legacy systems.
TSP feels that the improvements must begin with the automation of call center
operations, in addition to automating the transfer of leads to the partners and monitoring
of those leads.
2 Core Consultant Course: Case Study (Siebel 7.7)

TSP has determined that its relationship with its customers can be improved by providing
product information, pricing, and availability via the Web. TSP is determined to move
into the small-office and home-office (SOHO) market next year. In addition, research
shows that SOHO customers prefer to order products and services via the Web.
The company sees this opportunity as an exciting vehicle to provide their customers with
the information they want, when they want it. The initial rollout of the Web site will
remove some of the burden from the telesales agents. Its functionalities will include the
capability to:
• Browse catalog of products and services
• Enable Quote to Order
• Integrate partner visibility into the TSP system

As part of the Web site solution, TSP management is committed to empowering partners
by giving them access to a secured portion of the new Web site. The Partner Portal will
allow partners to access lead and contact information and sales quotes for their particular
region. Armed with the appropriate current information, partners will be able to represent
TSP more efficiently and accurately, ultimately raising customer satisfaction levels.
Developing a Proof of Concept

As one of the first steps to implementing a Siebel Systems solution, TSP has requested a
proof of concept from several different consulting teams. As a member on one of these
consulting teams, you will be working with your team to configure a core set of TSP
business requirements. TSP is eager to see which team can offer the most elegant and
cost-effective solution that covers their core requirements, and where possible, provide
solutions for their non-core requirements as well.
Project Objective
The objective of this project is to utilize a Siebel application to provide a Siebel Call
Center and Siebel PRM proof of concept that executes TSP’s business processes. The
solution will incorporate TSP business processes into an efficient, coherent, and
manageable solution that can be standardized across each partner.
Project Scope
The business requirements for this proof of concept are derived from the Manage
Inbound Sales Call business process and two sub-processes. Any requirements that do not
trace back to these business processes are not to be considered for this project.
Overview
This proof of concept contains support for the following business units: Telesales, Sales,
and Partner Sales. It includes functionality such as:
• Account and contact management
• Opportunity management
• Quote management
• Order management
Proof of Concept Objectives, Deliverables, and Acceptance

Criteria
Objective
The objective of the proof of concept is to have a Siebel CRM solution running by Friday
of this week. The application you build this week will satisfy core business requirements
for the identified business processes. Non-core business requirements should only be
considered once the core requirements are achieved.

Scope
• Implements functionality for TSP’s call center representatives and TSP’s Channel
Partner Manager
• Implements functionality for the manager and sales representatives at TSP’s
partners
• Excludes environment migration and assumes the proof concept environment will
be used both for development and demonstration
Deliverables
• A running Siebel CRM proof of concept with the required functionality, process
flow, and configuration changes
• Siebel installation checklist
• EIM data mapping spreadsheets
• Imported legacy data
• Assignment Manager rules
• Workflow processes
• A technical presentation of the Siebel application

TSP Manage Inbound Sales Call Business Process
Start Initiate
Call
Customer
New Sales Quote
Create
Quote
Search for Access Prior

Existing Yes
Customer Customer Create Recommend Assign
Customer? Create
Information Transactions Opportunity Products Opportunity
New Sales Order Order
Yes
No Perform Call
New Next Step? End
Opportunity? Wrap-Up
No Modify Existing Quote

Modify
Create Quote
Customer Review
Profile Opportunity
Modify Existing Order

Modify
Order
Customer Service Representative


TSP Create Customer Profile Subprocess
Validate
Consumer Validate Validate Update
Type of Match Contact Additional
Start Contact Contact Account End
Customer? (Detailed) Profile
Information Addresses Information
Information
Organization
Validate Validate
Match Account
Account Account
Customer Service Representative

(Detailed)
Name Addresses

TSP Recommend Products Subprocess
Request
Provide
Start Product
Responses
Recommendation
Customer
Ask Needs Yes Associate
Recommend Acceptable End
Analysis Products with
Products Offering?
Questions Opportunity
No
Sales Representative
Service Representative or

Telecom Solutions and Products Organization
High-Level Business Requirements, Core

1. TSP and partner organizations are modeled in the Siebel application
2. Legacy data is loaded in the application including accounts, contacts, products
and product lines
3. Contact data can be exported for integration with legacy systems
4. Telesales and partners are able to look at their current leads and leads status
5. Telesales agents are able to look at existing customer information
6. Telesales agents can capture caller information for new callers
7. Accounts are associated with only one industry
8. Federal accounts display only the data that is appropriate to a federal account in
the account profile

9. Telesales agents can enter multiple email addresses for a contact
10. Drilling down on a contact displays associated opportunities as default
11. Channel Partner Manager is notified when an new Indirect Channel opportunity is
created
12. Leads are automatically assigned from telesales to partners
13. Partner Manager can assign opportunities to Partner Sales Reps
14. Partners are assigned by region and product line, handling multiple leads
15. Drilling down on an opportunity displays associated products as default
16. Telesales and partners can use the product catalog
17. Product data is organized into a catalog with appropriate access controls (partners
are able to view only the products they are licensed to sell)
18. Telesales agents can generate quotes
19. Opportunities from callers are processed per TSP business flow
High-Level Business Requirements, Non-core

1. Ability to access activity plans and templates from Opportunity views
2. Ability to add an Activity to a Partner Manager’s to do list when no action has
occurred by the partner
3. Ability to customize drilldown behavior based on a value set in the applet
4. Ability to use different predefined queries for Accounts and Opportunities for
different logins
5. Ability to allow only the TSP Channel Partner Manager and managers at partner
organizations to set Lead Quality to Very High or Excellent
6. Ability to automatically assign an opportunity to the TSP Channel Partner
Manager when the opportunity cannot be assigned to any other candidate
7. Ability to delete and archive contact records in batch mode

Screen Flow for TSP Business Processes

To help you associate screens with steps in the TSP Business Processes that the business
analysts have recommended for TSP, the following diagram illustrates the screen flow
corresponding to the business processes. It starts with a TSP call center agent accepting a
call and retrieving the caller information using the Contact List view. Please note that the
diagram includes screen descriptions, not actual screen names.
Contact List View If there is no customer profile for the caller,

the agent will add a new customer record.
Based on the type of customer (organization or
Retrieve contact consumer), the agent will validate either the

Drill down on last name account information or the customer’s contact
information.
Contact
Opportunity View Once the customer information is completed,
the agent creates an opportunity. The agent
Create new opportunity then associates products with the opportunity,
Drill down on opportunity name or works with the customer to recommend
products.
Opportunity
Products View
Add products
Navigate to the Quotes view
TSP agents will try to complete the order, but

Opportunity
there will be many occasions in which it will be
Quotes View necessary to transfer the opportunity to a
Create new quote channel partner. Once an opportunity has been
Drill down on Quote name created, the agent can initiate the assignment
of the opportunity to the correct partner.
Quote Line Item
View
Navigate to the Orders view
Quotes Order View
Create a new Sales Order (applet menu)

Drill down on Order #
Sales Order Line

Item View

Siebel Modules Purchased by TSP

Call Center — TSP
With the following modules:
• Accounts
• Activities
• Assets
• Calendar
• Campaigns
• Catalog
• Contacts
• Correspondence and Fulfillment

• Forecasting
• Literature
• Orders
• Opportunities
• Presentations
• Proposals
• Quotes
• Service Requests
• Solutions
PRM, Partner Manager — TSP

• Alert Administration
• Home Page
• Orders
• Partner Administration
• Partner Operations
• Partner Performance Scorecard
• Partners
• Reports and Charts
PRM, Partner Portal — Partners

• Activities
• Administration
• Calendar
• Catalog
• Contacts
• Home Page
• Literature
• Orders
• Opportunities
• Profile
• Quotes
• Reports and Charts
Assignment Manager —TSP
Enterprise Integration Management (EIM) — TSP
Workflow Automation — TSP
Legacy Systems

TSP’s current legacy systems include:
• Telesales database
• Teleservice database
• Order entry system (accounts, orders, and activities)
• Financial accounting system
• Marketing database (product catalog and price list)
• Warehouse management system

A team of business analysts has worked with TSP to review its organizational structure.
The analysts have assisted TSP in defining the key divisions, organizations, and positions
necessary to implement a Siebel deployment. The following document captures their
decisions.
Organization Data for TSP

This document defines the organizational structure of TSP. It includes definitions of:
• Organizations
• Divisions
• Positions
• Responsibilities
Organizations
Per Siebel Systems recommended practices, there should be a separate organization for
each of TSP’s partners. This allows for ease of assignment of leads and ensures that
visibility of lead data is restricted to a single partner. In addition, there will be a single
organization for TSP as a whole. By convention, the name of the organization will be that
of the company or partner.
Divisions
Divisions will be created to reflect the current TSP org chart as illustrated in the
following diagram. For simplicity, each partner will be created as a single division.
Positions
Positions will reflect the current TSP reporting hierarchy. TSP will create a Channel
Partner Manager position to manage the relationships with all of the partners. The
Channel Partner Manager (a TSP employee) will have a partner manager (a person at the
external partner organization) reporting to him or her. TSP will set up delegated
administration so that the partner managers or administrators can set up and manage the
positions within their respective firms. However, for the proof of concept release TSP
will create the partner positions directly because the current partners are rather small.
By convention, TSP will name each position for the partner organization so that it begins
with the name (or a shortened form of the name) of the partner. In this way, all the
positions for a partner will appear together in lists.

Partner Abbreviation
TelCon TC
PhoneTec Inc. PT
Awk Services Awk
Salmon River Associates SRA
Responsibilities
For the initial rollout, TSP will leverage standard responsibilities for most users and
create new responsibilities for its telesales reps and the sales reps at the partner
organizations. You will need to restrict their views to those they need to accomplish their
jobs.

TSP Organization Data
TSP has provided the following organization data. The division organization and
reporting structure are essentially complete. However, the assignment of employees (both
those of TSP and their partners) to positions is not yet finished. The listing that follows
will provide enough information for your prototype.
TSP Org Chart: Divisions

(Asterisk indicates division is flagged as organization)
TSP*
┌────────────┼──────────────┐
Manufacturing Sales Service
┌────────────┼──────────────┐
Telemarketing Partner Sales Telesales
TSP Org Chart: Organizations

(Asterisk indicates division is flagged as organization)
TSP*
┌─────────┬─────────┴───┬────────────┐
Salmon River
Telcon* PhoneTec* Awk Services*
Associates*

Position Division Employee or Partner

CEO TSP Thomas S. Palmer
TSP Siebel Administrator TSP Adrian Bach
Executive VP Sales and Marketing TSP Monica J. Andrus
Senior VP Sales Sales Robert Lopez
VP Telesales Sales Leslie Green
Telesales Manager – East Telesales Peter Becker
Telesales Representative – East Telesales Evelyn Wong, Jeff Fillmore, Ali Yosef
Telesales Manager – C&S Telesales
Telesales Representative – C&S Telesales
Telesales Manager – West Telesales
Telesales Representative – West Telesales
VP Sales Partner Sales Donna Ortiz
Partner Operations Manager Partner Sales Sunho Kim
Channel Partner Manager Partner Sales Walter Blake
TC Partner Manager Telcon Ken Suzuki
TC Partner Sales Rep 1 Telcon Marta Smith
TC Partner Sales Rep 2 Telcon Alex Croft
PT Partner Manager PhoneTec Mario Petrini
PT Partner Sales Rep 1 PhoneTec Ramon Hart
PT Partner Sales Rep 2 PhoneTec
Awk Partner Manager Awk Services Andy W. Krug
Awk Partner Sales Rep 1 Awk Services Mari Kato
Awk Partner Sales Rep 2 Awk Services
SRA Partner Manager Salmon River Associates Ana Sanchez
SRA Partner Sales Rep 1 Salmon River Associates Val Skye
SRA Partner Sales Rep 2 Salmon River Associates ____ _

Detailed Requirements for Telecom Solutions and Products
Detailed Requirements for TSP
A team of business analysts has worked with TSP to review the business processes for
this implementation and they have developed a set of detailed requirements that form the
basis for the proof of concept project. The requirements have been grouped into the
following major categories:
1. User Interface

2. Data Organization
3. Integration of TSP Legacy Data
4. Additional Configuration
5. Business Process Automation

1. User Interface Requirements

The business analysts noted that TSP’s process flow will be accommodated very easily
by the standard Siebel Call Center and PRM applications that TSP purchased. The proof
of concept application must provide appropriate screens and views for the following
users:
• TSP Telesales Representative
• TSP Channel Partner Manager
• Partner Manager
• Partner Sales Representative

It will be sufficient for each to use the standard, predefined screens, views, and
functionality, except for the TSP Telesales Representative and the Partner Sales
Representative.
TSP Telesales Representative

First, to allow different telesales representatives to access relevant sales data at any time,
telesales representatives should use the All and All Across Organizations views for
Accounts, Contacts, Opportunities, and Quotes instead of the corresponding My views.
Second, TSP wants to have the following drilldown behavior modified:
• Drilling down on a contact in a Contact list view should take the user to the
Contact Opportunities view
• Drilling down on an opportunity in an Opportunity list view should take the user
to the Opportunity Products view.
Partner Manager
Partner managers will use the My Team’s Opportunities view to check for any new
opportunities assigned to their respective organization. They will then manually assign
the opportunity to a sales representative for follow-up.
Partner Sales Representative

Since opportunities, but not accounts, are assigned to a given partner, the partners should
not have access to the Accounts screen. For the proof of concept, TSP wants to allow
partner sales representatives access to only the following screens: eChannel Home Page,
Activities, Contacts, Opportunities, Orders, Product Catalog, and Quotes.
The partner sales representative will follow up on all opportunities assigned to them
using the same screen flow that the TSP sales representatives use. The memo on the PRM
Partner Portal application at the end of this document details some minor differences
between the portal and call center applications that can result in a few changes to the
process flow.

Non-core Requirements
• TSP telesales representatives frequently need to review opportunity information
based on current revenue. For this proof of concept, TSP wants their telesales
representatives to be able to quickly query their opportunity list for accounts where
the current revenue is greater than $1,000,000.
• TSP has had problems in the past where opportunities have been incorrectly evaluated
based on their lead quality. For this implementation, TSP would like to ensure that
only the channel partner managers or managers at the partner organizations are able
to set lead quality to very high or excellent.
2. Data Organization

This document defines the master data requirements for TSP. It includes definitions of:
• Product lines
• Products
• Partners
• Sales regions
• Catalogs and categories for organizing products
• Access groups
• Price lists
Product Lines
These specify the types of products that TSP sells either directly or through its partners.
They also represent the groupings of products that a given partner can sell on TSP’s
behalf. For the first release, TSP will offer the following product lines:
• Wireless products
• Cell phones
• Modems
• Office PBXs
• Hotel PBXs
Products
These specify the individual products that TSP sells directly or through its partners. In
general, a product can be assigned to one or more product lines. However, for the initial
release, TSP will assign a given product to a single product line only. A complete list of
product lines and products can be found in the legacy data files.

Partners
TSP has many partners that serve as its field sales (and service) force. Some partners
represent TSP for all its product lines (they are called TSP Partners), while others are
licensed to sell specific product lines. TSP classifies its partners into the three following
types:
• TSP Partner: licensed to represent all TSP product lines
• TSP Solution Distributor: licensed to represent TSP’s high-end products (hotel
and office PBX product lines)
• TSP Product Distributor: licensed to represent the individual product lines
(wireless products, cell phones, and modems)
Sales Regions

TSP has three sales regions that cover the country. They are the Northeast region, the
Central region, and the West region. TSP is currently adjusting the boundaries of the
regions. The final assignment of states to a region is still not complete. For the purposes
of this implementation, you can use the (incomplete) region definitions in the following
table:
Region States
Northeast Massachusetts (MA), New York (NY)
Central Georgia (GA), Illinois (IL), Texas (TX)
West Colorado (CO), California (CA)
TSP currently has a policy of assigning partners and products so that in a given sales
region, a partner has the exclusive rights to represent TSP for that product line. In this
way, partners do not have to worry about competing for opportunities in the region. TSP
has been careful to make sure that there is at least one partner in each region for each
product line. TSP will roll out the initial release for the following four partners:
Partner Abbreviation Type

TelCon TC TSP Product Distributor
PhoneTec Inc. PT TSP Partner
Awk Services Awk TSP Solution Distributor
Salmon River Associates SRA TSP Product Distributor
TSP has agreements with its partners to represent them as follows:
Product Line West Central NE

Wireless Products TC TC TC
Cell Phones PT SRA SRA
Modems PT SRA SRA
Office PBXs PT Awk Awk
Hotel PBXs PT Awk Awk

Catalogs and Access Groups

TSP will create a single catalog for its products. The catalog will consist of a category
corresponding to each of the product lines. Access groups will be created and will be
assigned to the categories as appropriate.
Price Lists
Price lists are typically not grouped in the same way that products are, in order to allow
greater flexibility. However, for the proof of concept, TSP will use a single price list to
ensure that customers are quoted the same price for a product regardless of who (TSP or a
specific partner) handles the sale. Account-specific discounts can then be applied by
TSP’s call center or the partner.

• All requirements for this section are core requirements.
3. Integration of TSP Legacy Data

The following TSP legacy data must be integrated to complete the prototype:
• Accounts
• Contacts
• Products
• Product lines
TSP will be creating a new unified price list to support operations with the proof of
concept. Consequently, there is no need to import the current set of prices. TSP
administrators will enter the price list data for the proof of concept. For the purposes of
this implementation, it will be sufficient to create a Standard TSP price list and enter test
values in the price list for all TSP products.
One of our team members is very skilled in data mapping for Siebel implementations,
and she created a number of data files that you can use to directly import TSP’s legacy
data. Unfortunately, she did not have time to complete the mapping for accounts and
contacts, so you will need to do that. See her memo on importing data for further details.
• TSP wants to be able to export account and contact records for integration with other
legacy systems. Ideally, the proof of concept would demonstrate that this can be
carried out quickly and efficiently. TSP would like to be able to identify records for
archive and delete in batch. For the proof of concept, identify some contacts for
deletion, set the Contact Status field to Marked for Deletion, and perform a batch
export and delete for these contacts.
• TSP employee data is available for the proof of concept. Should the consultant team
choose to implement it, TSP would like to see that employee data can be imported
and updated daily, weekly, or monthly (whichever their need is in a given instance)
from the external HR system.

4. Additional Configuration
The business analysts have identified the following changes to the as-delivered Siebel
Call Center application:
A. Modification of the Standard Drilldowns

The application as delivered is configured to navigate to the Contact Activities
view when a user drills down on the contact name in the contact list views. TSP
wants to navigate instead to the Contact Opportunities view to see the
opportunities associated with the account.
The application as delivered is configured to navigate to the Opportunity Contacts
view when a user drills down on the opportunity name in the opportunity list

views. TSP wants to navigate instead to the Opportunity Products view to see the
products associated with the opportunity.
B. Creation of a Contact-Opportunity-Product View

TSP wants to add a view in which they can see the opportunities for a contact and
the products associated with each of the opportunities.
C. Substitution of the Account Profile Applet

The sales division at TSP wants to modify the profile applet in the Account
Profile view whenever the Account Type is Federal. Specifically, they want to
substitute a modified profile applet in which the Annual Revenues, Revenue
Growth Rate, Currency, and Public fields are removed.
D. Making Industry a Single-Value Field in Accounts

Currently, Industry is a multi-value field in the Account business component. TSP
has chosen to assign a single industry type to its customers. They would like users
to select a single industry value from a drop-down list. Users should only be able
to select valid industries from the drop-down list. Users should not be able to
create any new accounts without a valid industry type selected. The field should
have a TSP Industry Type label. Going forward, these values will be maintained
by the TSP Siebel administrator. TSP has provided their industry values in an
attached memo.
E. Enabling Multiple Email Addresses for Each Contact

TSP needs to be able to store multiple email addresses for each of their contacts.
They want to see an email MVG:
• On the Contact list applet and the More Info applet in the Contact List
views
• On the Contact form applet in the other Contact views
TSP also wants to be able to set a primary for the contact’s regular everyday
email address.

• The as-delivered Siebel application provides automatic functionality that allows a
user to click any email hyperlink to send an email, or use F9 (Send Email) to send an
email to an email address. Be sure to verify that this functionality still exists when
you enable multiple email addresses for each content (requirement 4.E.).
• TSP believes the Activity Template functionality will meet their needs to standardize
activities associated with new opportunities. If possible, include this feature in the
proof of concept and demonstrate how telesales representatives can access the
template. Suggested activity types for the template are Meeting, Demonstration, and
Tech Support Follow Up.
• Setting activities for an opportunity is important to TSP. In addition to using the

Activity Template functionality, TSP wants to make sure that for any priority
opportunities (Priority flag is checked), drilling down on the record takes the user to
the Activities view. If the opportunity is not priority, the drilldown should go to the
Opportunities Products view as detailed in core requirement 4.A. above.
5. Business Process Automation
The business analysts have identified the following key areas for automation of business
processes through Assignment Manager and Workflow processing.
A. Automated Transfer of the Leads to Partners

The TSP telesales rep creates new leads, associates products and contacts with
leads, and creates quotes and orders for all opportunities within the core business
area of TSP, which is residential land-based phone lines. If the TSP telesales rep
determines that the opportunity falls outside the core business area of TSP, he or
she will change the Opportunity Lead Quality to 6-Channel Partner and then
uncheck the Lock Assignment attribute on the Opportunity. This will
automatically assign the opportunity to an appropriate partner by setting the
Organization and the Position field. Assignment will be based on both the product
line and the region. Note that a licensed partner will always be able to represent
TSP in each of the regions for each of the product lines.
The partner’s sales manager should be added as the primary to the sales team. In
addition, TSP’s Channel Partner Manager should also be added to the sales team.
The call center agent originating the opportunity should be removed from the
team.
B. Automated Notification of Opportunities Through Indirect

Channels
An activity should be created for all opportunities that have originated from
indirect channels; these are captured by setting the Channel field on the
Opportunity applet to Indirect. These activities should be assigned to TSP’s
Channel Partner Manager as the primary.

• TSP would like to automatically monitor any assigned opportunities where the Lead
Quality remains 6-Channel Partner for two days. When this occurs, a “No Action by
Partner” field in the opportunity should be set, and an activity record for the partner
manager should be created, indicating that no action has occurred for the opportunity.
This activity should be assigned to TSP’s Channel Partner Manager.
• TSP doesn’t necessarily anticipate that the assignment rules they’d like to implement
will result in conflicting assignments or ties between candidates. However, to
alleviate any assignment issues, they’d like to see that any conflicting assignments for
opportunities go to the Channel Partner Manager.

Installation Checklist
Item Value
Gateway Server Name
Gateway Server Installation Directory
Windows User Account Name
Windows User Account Password
Enterprise Server Name
Siebel Server Name

Siebel Server Installation Directory
File System Directory
Database Server Name
Database Name
Database User Name
Database Password
Database Table Owner Name
Database Table Owner Password
Employee Anonymous Login Name
Employee Anonymous Login Password
Contact Database Login Name
Contact Database Login Password
Siebel Client Installation Directory
Siebel Tools Installation Directory
ODBC Data Source Name

Planning Document
Use this as a guideline for planning which tasks should occur on which days this week.
Fill in the line in the table space with the person’s initials when the task is assigned.
Deliverable Day Type
1 2 3 4 5
Design
1 2 3 4 5
Completed Planning Document for Provided to
production pilot (this document) Student
Project Objectives and Scope Provided to

Document Student
TSP Detailed Business Requirements Provided to

Document Student
TSP Business Process Flow Provided to

Diagrams Student
Recommended Siebel architecture

configuration/layout (Gateway,
Database, and so forth)
Screen Flow Diagrams Provided to

Student
Installation Checklist
Siebel Organizational Structure

Design (Organizations, Position,
Divisions)
EIM Data Mapping Spreadsheet
Assignment Manager Rules
Workflow Processes

Planning Document
Deliverable Day Type

1 2 3 4 5
Construction
1 2 3 4 5
Legacy data imported
• Product Lines
• Products

• Accounts
• Contacts
Configured applications and

interfaces, which should include:
• Modified drilldowns
• Contact-Opportunity-Product
view
• Account Profile applet
• Industry single-value field
• Multiple email addresses
Dynamic and batch Assignment

Manager completed and tested
All customer organizational data

entered and reviewed with client
Workflow processes completed and

tested
Technical presentation scripted and

rehearsed
Technical presentation

Memorandum
To: TSP Team
From: Barbara Anne Leed
Re: Notes on PRM Partner Manager

As the lead business analyst for PRM functionality, I’ve
had the opportunity to spend some time researching the
Siebel PRM application. This application includes both the
Siebel Partner Manager and the Siebel Partner Portal
components. Partner Manager is an employee application that
TSP will use to manage its interactions with all of its
partners, and in this memo, I’ll review what I learned.
I’ve attached a summary document from Siebel Systems that
highlights the two components.
Partner Manager has a number of powerful features to assist

in setting up and managing partner relationships. The
Partner Administration screen is where you want to start.
Here we can do the following:
• Register partners
• Create the partner users and add them to the
TSP position hierarchy
• Assign price lists to partners
• Define positions and responsibilities for
delegated administration by our partners
• Add partners to the appropriate access groups
After you’ve created partners, you can then use the Partner
Operations screen to monitor partners and the
opportunities, orders, and quotes on which they are
working.

Partner Administration
Registering partners is the first major activity that you

need to do. The easiest way to do this (especially for the
proof of concept project) is to create a new partner record
in the Administration - Partners > Approved Partners view,
and then click the Register button. This will prompt you to
define the organization, parent organization, and the
channel partner manager. The application will then make the
partner a division and organization (consistent with Siebel

Systems’ recommendation that each partner be a separate
organization), and automatically add it to the TSP
organization hierarchy. You can verify this through the
Administration - Group > Organization view. The registered
partner now appears in the Administration - Partners >
Registered Partners view.
Once the partner is registered, you can use the

Administration - Partners > Registered Partners view. There
are additional views in the Administration - Partners
screen: the Responsibilities and Positions views, which you
can use to specify the responsibilities and positions that
you want to assign to the partners for delegated
administration. I recommend that we use this feature for
the proof of concept.
To get to these views, drill down on the partner record. In

addition, the User Assignments view can be used to create
the users for each partner. I recommend using this rather
than creating them directly in the Administration - Users >
Employees view.
The Administration - Pricing > Price List view allows you

to make the TSP price list available to the partner. Behind
the scenes, this adds the new partner organization to the
price list. I think this is a rather nice feature. In
addition, the Administration - Group > Access Groups view

allows you to add the new partner to any access group that
you’ve created. You will want to use this to implement
catalog access control for products.
A lot of this information is documented in much more detail

in the Siebel Partner Relationship Administration Guide in
the Bookshelf. Do check it out.

TSP CONFIDENTIAL

Siebel Partner Relationship Management (PRM)

Siebel PRM delivers an enterprise-wide partner management platform that automates the
business processes between organizations and their partners, and facilitates collaboration to
increase revenues and customer satisfaction. Siebel PRM enables organizations to more
effectively and strategically manage relationships with channel and alliance partners, distributors,
resellers, agents, brokers, and dealers. It is designed for organizations of all sizes, in all
industries, and its flexible, Web-based architecture supports a range of integration and
configuration requirements. Additionally, Siebel PRM supports many different languages and
currencies for true partnership management on a global scale.
Siebel PRM consists of two primary components:

♦ Siebel Partner Manager
♦ Siebel Partner Portal
Siebel Partner Manager Siebel Partner Portal
Siebel Partner Manager empowers partner Siebel Partner Portal provides a

managers with a single platform to manage all comprehensive, Web-based partner portal
partner interactions and gain full visibility into designed to support all partner activities.
the partner community.
This partner application allows a brand owner
Siebel Partner Manager is a full-featured to deploy a highly effective Web site for
application that allows partner managers within attracting and managing partners, streamlining
brand-owner organizations to effectively business processes, and highly effective
manage the entire partner life cycle collaboration.
management process, from recruitment,
registration, profiling, certification, joint Siebel Partner Portal allows partners to access
planning, and execution through performance the critical information and tools necessary to
measurement and analysis of their partners. conduct business with the brand owner and
their customers.

Memorandum
To: TSP Team

From: David Andre
Re: Notes on Product Catalogs and Price Lists
As the business analyst responsible for understanding the

product catalog requirements for TSP, I’ve learned a lot
about how product catalogs work in the Siebel 7 product.
The steps to create a product catalog are shown in detail
in the Access Control and Access Groups module in the
Essentials (Siebel 7.7) course:
• Create the catalog (be sure to set the type to

Buying Catalog)
• Create the category hierarchy
• Assign the products to the categories
• Set the Private flag on those categories (and
the catalog if necessary) with restricted
access
• Create and assign access groups as required to
each category to specify who has access
There is one big difference that sets product catalogs
apart from other types of catalogs. When users drill down
on a category in a product catalog they do not necessarily
see all the products that were added to that category.
Instead, they see only those products that are also
included on their active price list. This is a very
powerful feature that allows a company to set up a rather
general catalog and create multiple price lists that act as
filters on the products. This price list filtering allows a
partner to see not only different prices for different
accounts, but also see a different subset of the products,
if so desired.

It is possible to start the Partner Portal application and

browse anonymously. Anonymous users can browse the product
catalog. The system default price list that is used in this
situation is specified by the PRICER_MASTER_PRICE_LIST_ID
record in the List of Values table. You set the display
value to the ROW_ID of the price list that has been
designated to be the default price list.

TSP CONFIDENTIAL

Memorandum
To: TSP Team

Re: Notes on PRM Partner Portal
In a recent memo, I outlined some of the capability of the

Siebel Partner Manager application. In this memo I will
review what I learned about the Siebel Partner Portal
application. This powerful application provides a very
broad range of functionality. However, TSP will be using
this application in the early phases, in a more restricted
manner. In particular, TSP will deploy this application to
allow its partners to act on its behalf to:
• Follow up on assigned opportunities

• Provide additional information about TSP
products
When a TSP call center agent determines that an opportunity

needs additional support from a partner, the agent will
transfer the lead to a partner. This will be automated
using Assignment Manager to ensure that the lead is
transferred to the correct partner. The lead itself is
assigned by adding the partner’s organization to the
opportunity. The partner manager will see the newly
assigned lead in the All Opportunities view and can assign
it to one of their sales representatives.
TSP CONFIDENTIAL

Memorandum
To: TSP Team

Re: TSP Industry Fields

As indicated in the detailed requirements documentation,
TSP categorizes each customer by industry type. In this
Siebel implementation, TSP would prefer to see a drop-down
field on the Accounts screen so that field representatives
can select one of the following industries:
• Hotel - Resort
• Hotel - Business
• Small Office
• Home Office
• Other
TSP CONFIDENTIAL

Memorandum
To: TSP Team

From: Ellen I. Madras
Re: Notes on Importing Legacy Data

This memo is to let all of you know the status of the data
mapping that I completed before my leave of absence. I was
working on creating the EIM files for:
• Products and product lines

• Accounts
• Contacts
Here is where I stand with each of these.
For products and product lines, I created completed source

files for both the EIM_PROD_INT and EIM_PROD_LN interface
tables. These source files are ready to populate the EIM
table using your favorite technique; mine is DTS, but you
can use whatever works for you. You can then use a SQL
script I have developed to set the remaining required
columns before you run the EIM process. I’ve also created
an .ifb file that you should use to run the import with
EIM.
For accounts, I created the .ifb file, but was able to

produce only a partially completed source file
(EIM_ACCOUNT.CSV). You can populate the EIM_ACCOUNT table
and then use a provided SQL script to update required
columns. Note that some accounts (in particular, the ACME
family of accounts) have parent accounts. If you look at
the TSP Accounts.csv file, you will notice a few parent
account names in the seventh column.

I wasn’t able to do much with the contact data. I did clean

it up, so you shouldn’t have any trouble with erroneous
data. Each contact record shows the account with which the
contact is associated. There are what appear to be
duplicate entries in the contact data, but in most cases,
they represent a single contact that is associated with
multiple accounts. However, I verified that the two Robert
Wests in the file are in fact two different contacts. Make
sure that you set up the data to reflect that.

Unfortunately, I was unable to add any of the additional
required data to the source table. You will have to
complete that yourself. Remember that contacts are similar
to accounts (it’s also a Party business component), and you
will have to create unique identifiers for the contacts.
Also remember that since the account contact relationship

is M:M, you’ll have to populate an intersection table as
well. Good luck and feel free to consult TSP’s TAM, Tracy
Martin, if you have questions.
TSP CONFIDENTIAL

Memorandum
To: TSP Team

Re: Notes on Assignment Manager for TSP
Opportunities

The official TSP requirements document explains what TSP
call center agents need to do to cause opportunities that
they are working on to be assigned automatically to a
partner. The agents will first set the Lead Quality to 6 –
Channel Partner and then uncheck the Lock Assignment field
in the opportunity. There have been some questions as to
why we need a two-step procedure here, and I will attempt
to answer this with what we know at this point in our
development effort.
If we use only the Lead Quality field value to trigger

assignment, then Assignment Manager will be evaluating any
opportunity for assignment when we first create it and
whenever we make any change to it. Also, Assignment Manager
will not only evaluate all opportunities, including those
we do want to assign, but will also assign those that fail
to match any criteria to predefined default organizations
and positions. We therefore set the Lock Assignment field
to TRUE when we first create the opportunity to make sure
that dynamic assignment does not try to assign the newly
created opportunity before the call center agent is ready
to transfer it to a partner. Setting the Lock Assignment
field prevents those opportunities from ever being
evaluated for assignment.
On the other hand, is it possible to trigger assignment by

simply unchecking the Lock Assignment field and not use the
Lead Quality field at all? We tried this and verified that
setting and unsetting the Lock Assignment field by itself
is not enough to trigger assignment. We think this is a
result of Assignment Manager not tracking the Lock
Assignment field (in fact, there is no way to create a
criteria based on that field in the Assignment Rules
screen). So, we are required to use this two-step procedure
to trigger assignment.

Our initial work on Assignment Manager indicates that
implementing the TSP requirements completely will be
challenging. I suggest that you focus on first assigning
the opportunity to the desired organization and positions.
This will satisfy the major part of the requirement to
transfer the opportunity to the partner. The partner
manager will be able to see and work on the opportunity
through the My Team’s Opportunities view.
TSP CONFIDENTIAL

Memorandum
To: TSP Team

Re: Notes on Siebel Workflow

Looking at the business requirements of TSP, we have
identified two areas where Siebel Workflow would be needed.
1. TSP wants to keep track of all opportunities that

originated through Indirect Channels. Indirect Channel
refers to any opportunities that fall outside the core
business area of TS, and we have verified that an
opportunity has a Channel field that can be set to
Indirect. An activity should be created for the TSP Channel
Partner Manager with the Activity Type set to Channel-
Activity, a Description of “Opportunity sent to a Partner,”
and the TSP Channel Partner Manager set as the primary.
2. (Optional for proof of concept.) TSP would like to

implement a requirement that indicates to TSP’s Channel
Partner Manager that opportunities sent to partners have
not been acted upon within two days of assignment. An
Activity should be created for TSP’s Channel Partner
Manager with a description of “No Action by Partner.”
TSP CONFIDENTIAL

D44616GC10 Case Study

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