“It is extremely rare that such a large number of members across multiple departments get together for one single project,” recalls Shinsuke Uchida, the project manager. The above-mentioned major SPA had brought multiple departments responsible for production, logistics, shop management, and other operations together in one place, thereby proceeding with a workstyle reform project to ensure that all the departments constantly collaborate with each other to accelerate business deployment. In February 2018, as a trigger to further accelerate this reform, the idea of implementing G Suite surfaced. With a high expectation to make communication among employees around the world more smooth and speedy, the SPA consulted with SoftBank dealing with digital transformation for corporate customers.
Usually the implementation of G Suite with 10,000 or more licenses is treated as a large-scale project. However, this project involved an extraordinarily large number of licenses. Further, at that time this customer was using a cloud-type groupware provided by other company. As a matter of course, these two services have clear differences in functionality, and their usability, specifications, and user-interfaces also differ significantly. It can be said that these differences make this switchover meaningful. However, this switchover to G suite would impact not only the customer’s communication platform but also its entire IT infrastructure. In order to enable the customer to make an official decision to implement G Suite, the project team needed to assess what impact the switchover would have, calculate how much it would cost, and present the estimated cost. Although the cost was supposed to be presented just as a ballpark estimate, the preliminary calculation should cover not only the scope of services provided by SoftBank but also the scope of services provided by other companies the customer would consider for combined use. Accordingly, it took two months to estimate the total cost for the switchover.
The sales representative is Mai Yuasa, who had just been appointed to be in charge of corporate customer accounts. To conduct the assessment of the scope of impact and the estimation of total cost, both essential for Yuasa to prepare a request for proposal (RFP), in addition to three principal members including system engineers specialized in G Suite, the company appointed a project manager and full-time specialists of relevant fields, such as operational design, network, global affairs, and mobile. And then, a large project with more than ten members in total was launched.