Enterprise system implementation strategies and phases
5 likes7,906 views
The document discusses various strategies and phases for implementing enterprise systems, emphasizing the importance of project planning, application exploration, system design, testing, and activation. It contrasts two main approaches: full blown and staggered, detailing pros and cons of each, and highlighting the need for thorough planning and risk management. Key points also include avoiding customizations, the objectives of system testing, and the responsibilities of different roles during the implementation process.
Enterprise system implementation strategies and phases
- 1. Enterprise System Implementation Strategies and Phases July 27, 2012
- 2. Housekeeping Phones are muted Use the question block for questions Copy of presentation available upon request
- 3. About Your Presenter • Sr. VP KeyedIn Solutions Consulting Group – Helping companies align their business and technology – Focus on people, process, and then the technology – Subject matter expert on business process management – On-going research into next generation of technology for enterprise systems • 25 years experience in enterprise systems – USAF Research Project (1985) – Founder of enterprise quality software company (1988) • Trusted advisor to global organizations, government agencies, and professional groups http://www.linkedin.com/in/johncachat
- 4. Thought for the Day “The value of an idea lies in the using of it.” Thomas Alva Edison 4
- 5. Driving from Point A to Point B • Wrong directions guarantee poor results • GPS provides the plan • Then stuff happens – Construction – Traffic – Accident • Adjust and arrive 5
- 6. Today’s Discussion • Implementation Strategies – Full blown – Staggered or Phased • Implementation Phases – Project planning – Application exploration – System design – System testing – System activation – “go live”
- 7. Full Blown Approach Everything, everywhere, at the same time Pros Cons Less integrations with legacy system Lesson learned can not be transferred need to be developed to other sites Can eliminate legacy system Short term, more intensive consultant maintenance fees faster support and therefore more expensive More room for failure – too many moving parts Requires strong project management 7
- 8. Staggered or Phased Approach Different stuff, at different sites (departments), at different times Pros Cons Less consultant intensive Temporary interfaces may have to be built Problem areas can be separated out Have to pay maintenance on legacy Internal employees may be able to take systems for a long period of time over in later phases Less room for failure 8
- 9. Implementation Strategies • Which approach is best? • It is probably better to win a series of battles then risk losing the war! • Which has the highest probability of success? • How much can your company absorb at one time? 9
- 10. Implementation Phases • Transition from legacy to new system – Project planning – Application exploration – System design – System testing – System activation – “go live” 10
- 11. Project Planning • First we have to figure out what we are going to do before we figure out how we are going to do it • Magnitude, duration, and cost • Resources • Risk Management • IT IS NOT GANTT CHARTS! 11
- 12. Project Planning • Living documents • Communication tools – Issue Management – Status Reporting • Take the time to do it right 12
- 13. Application Exploration • Users and consultants sit down in front of the app and explore the functionality • Use training or demo data – do not use an empty version • Goal is to get end users familiar with the system, how to navigate, and understand the options available • Objective is to get the end users more knowledgeable so that they can ask better questions 13
- 14. Application Exploration Objectives • Begin the process of knowledge transfer from consultant to end user • Identify gaps • Explore different configurations / set up options • Discuss in and out of scope concerns 14
- 15. System Design • Configure the system • Organizational structure • Reporting • Security • Key files (customer, employee, supplier, etc) • Avoid overthinking and cumbersome setups • Use best practices • Avoid customizations 15
- 16. Customization • Avoid at all costs, really – stay vanilla • Customization is not configuration Customization – Bad Configuration - OK • Changing source code • OEM tools that change screens • Changing data structures • Workflow engines • Changing business rules / triggers • Report Writers (be careful) • Changing batch programs 16
- 17. The KeyedIn Approach • Use the software “as is out of the box” • Use BPM to develop specific solutions for your specific needs 17
- 18. System Design Objectives • Continue the knowledge transfer starting with application exploration • Establish the framework for the system • Finalize and document the customer’s desired system configuration • Setup the initial security configuration 18
- 19. Types Of System Testing Type Description Parallel Testing Users test an entire process, like running payroll, and compare to results from legacy system Stress testing Users “pound” the system – number of users, response time, running reports System integration Users test the entire process – from start to finish, across testing integration point3 Unit Testing Users test specific scenarios – not the entire process – make sure this thing works User acceptance Users follow specific test scripts – a comprehensive set of testing (UAT) instructions to verify system does what it is intended to do Note: System testing versus system validation 19
- 20. System Testing Objectives • Discover, document, and resolve any design, data, processing or application issues • Refine system configuration as required • Test customizations • Continue knowledge transfer and make end users comfortable with their roles • Identify and resolve resource issues • Clarify go-live training needs • Refine the initial security matrix 20
- 21. System Activation – “Go Live” • Assuming the new system is – Configured properly – Tested – People are ready – Processes are documented • Cutover • Go-Live • Retire / shutdown legacy system 21
- 22. The Group Responsibly Matrix Roles in the System Implementation Project Application System System System Planning Exploration Design Testing Activation Sr. HIGH Low Low Low HIGH Management Project HIGH Medium Low Low HIGH Managers End Users Low HIGH HIGH HIGH HIGH Internal Medium Low Medium HIGH HIGH Technical Resources Consultants Medium HIGH HIGH HIGH HIGH 22
- 23. Red Flags • 400 line project plan with no resources • No full time Project Manager or process • Corner office is dictating how the system should be configured • No risk analysis performed • Employees do not understand why this is being done 23
- 24. Things to Remember…. • Spend time on planning • Allow for changes / updates • Celebrate the go live event 24
- 25. About KeyedIn Consulting Group Experts providing solutions to specific problems – Business and IT Alignment – People and Process Alignment – Enterprise Software Selection – Project Rescue – Project Management & PMO Managed Services 25
- 26. Follow KeyedIn Corporate Website: www.keyedin.com www.twitter.com/keyedinsolution www.linkedin.com/company/2434133?trk=tyah 26
- 28. Upcoming Webinars 7/27/12 Enterprise System Implementation Strategies and Phases 7/31/12 Project Teams: People Issues, Roles and Responsibilities Register at www.keyedin.com 28
- 29. Questions & Answers Q A & Copy of Presentation Future Webinars Contact: Shelly Bird Visit: sbird@keyedin.com www.keyedin.com 952-835-1041 ext.163