Testing and Training on a Budget
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This document discusses the Tester/Trainer model, which utilizes junior consulting resources to complete testing and training documentation and execution for an ERP implementation project. This allows the project to reduce costs while maintaining quality. Key benefits include project cost reduction for clients of 30-40% by using lower cost junior resources. It also allows for people development within consulting firms and ensures business continuity for clients who lack internal resources. Potential challenges include managing client expectations of inexperienced resources and replacing resources if they leave the project. Success requires selecting committed, open-minded resources with a strong desire to learn and properly integrating them into project teams from the start.
Testing and Training on a Budget
- 3. 2 ClientBenefits ProjectCost-Reduction:Themajorbenefitfor theclientisareductioninoverallprojectcost. Usinglowerlevel(andlessexpensive) resourcestocompletethetesting/training documentationandexecutioncanoffera significantreductioninprojectfees.Since manyclientsdon’thaveinternalresourcesto completethesetasks,theylooktotheir implementationpartnertoprovideresources. Forexample,inthetypicalmodel,whena clientdoesnothaveinternalBAsorSMEsto dedicatetothesetasks,mid-levelfunctional expertsarecontractedtocompletethetesting andtrainingdocumentation,testing executionandtrainingdelivery.These resourcestypicallycostaround$140-$165/hr. Byusingjuniorresources,thecostisreduced toapproximately$100/hr,areductionof around30%-40%.WiththeaverageERP projecttakingaround1.5yearstoimplement, theprojectcanrealizeasavingsof approximately$120,000-$150,000per resource. BusinessContinuity:Asmentionedpreviously, manyorganizationsdonothaveenough internalresourcestocreatetestingand trainingdocumentation.Employingoutside resourceshelpstheclientmaintainbusiness continuityduringanERPimplementation project. HigherQualityDeliverables:HavingTe/Trs createtestingandtrainingmaterialsallows additionaltimeforexperiencedproject resourcestoworkonconfiguringthenew softwareanddesigningthenewprocesses. Thisadditionaltimeshouldincreasequality andreducereworkofthesolutionlaterinthe project. SomeofthedeliverablestheTe/ Trscanparticipateininclude: Testing ■■ Createtestscenariosanddata ■■ Create,updateandmaintaintestingscripts ■■ Assistwithtestexecution Training ■■ Createcourseinstructor/userguides ■■ Assistwithtrainingenvironmentset-up ■■ Createtrainingdata ■■ Createjobaids,exercises,andproficiency tests ■■ Deliversystem/solutiontraining CONSULTINGFIRMBENEFITS ProjectProfitability:Justastheclientreceives acost-benefitfromimplementingthismodel, consultingfirmscanimproveprofitabilityand theirleveragemodelonERPprojects.Ifthe rightresourcesareassigned,thecostsfor developingtestingandtrainingmaterials, executingtesting,anddeliveringtrainingcan begreatlyreducedwithoutasacrificein quality. PeopleDevelopment:Alongwithenhanced profitability,thismodelisagreatwayto developjuniorresourcesinacontrolled,real worldenvironment.Theintensenatureofthe roledevelopsless-experiencedresources quicklysincetheyareabletolearnthrough completeimmersion.Inordertosucceed,the resourcesmustquicklylearnthefunctional areathathasbeenassignedtothem,the processesthatrunthebusiness,andthe technologysolutionthatisbeing implemented.WithinthelifecycleofoneERP project,ajuniorresourcewillexperienceand completemanyofthetasksassociatedwitha mid-levelconsultantandshouldhavethe knowledgeandskilltooperateatthislevelon theirnextproject.Thisknowledgeincludes: ■■ Learningatleastonebusinessfunctional area,itsprocesses,andtheERPsoftware thatsupportsit ■■ LearningtheSoftwareImplementation LifecycleandanERPvendor’s implementationmethodology ■■ Testingmethodologyandexecution ■■ Trainingmethodologyandexecution Iftheresourceisequippedtohandlethisrole, theprobabilityincreasesthathe/shewillbe willingandabletohandleotherconsulting mid-levelrolesinthefuture.Thisprovidesa low-riskandcost-effectivewaytodevelop peopleandassessleadershippotential. Better Project Delivery
- 5. 4 HowaretheTester/Trainerssuccessfully integratedintotheprojectteam? Traditionally,BAsoreventeamleadsare taskedwithcreatingtestscriptsandtraining materialsfortheirfunctionalareas.IntheTe/Tr model,ajuniorresourceisembeddedintothe teamtocompletethesetasks. Howdoyougetthemintegratedintotheir teamsfromday1? Selecttherightresources: Choosingthecorrectresourceisacrucial successfactorfortheTe/TrModel.Themodel’s successisheavilydependentontheresource’s abilitytolearnanddevelopquickly. Usingthefollowingguidelineswillassistwith selectingthebestresourcesfortheTe/Trrole: Characteristics: Commitment–Resourcesmustexhibit behaviorthatshowstheyarecommittedto gettingthejobdone.Giventheinvestment theconsultingfirmandclientwillmakein theseindividuals,itisimperativethattheyare committedtoexcellenceregardlessofthe levelofeffortrequired Open-Minded–Duetotheintense integrationprocess,theseresourcesneedto beabletokeepanopen-mindthroughoutthe project.Theywilloftenbeaskedtodothings theyhavelimitedornoexperience completing.Anopen-mindwillallowthemto operateeffectivelyinunknownterritories DesiretoLearn–Mostconsultantshavea stronghungerforknowledge,butthistraitis especiallyimportantwithintheTe/Trmodel. Theseresourcesmustbewillingtolearna largeamountofinformationinashortamount oftime ActiveCommunicator–Te/Trmodelis dependentonopencommunicationbetween theTe/Trs,teamleads,projectleadership,and endusers.Te/Trsneedtoknowwhentoraise theirhandstoreportissuesandwhentolet someoneknowtheyarenotreceivingthe supportneededtobesuccessful Matchfunctionalknowledge: Resourceswithspecificfunctionalknowledge shouldbeplacedonprojectteamsthatare abletoleveragethatexperiencewhenever possible.Forexample,ajuniorresourcewith anaccounting/financebackgroundshouldbe placedontheaccounting/financeteam. Provideinitialtraining: Amultiple-day“bootcamp”isnecessaryto trainjuniorresourcesonconsultingbasics priortogoingtotheclientsite.Thiswillallow theresourcetohitthegroundrunningfrom day1attheclientsite. Bootcamp–Priortotheirfirstdayonthe project,juniorresourcesshouldattenda“boot camp”whichincludesthefollowing: ■■ Athoroughtimelineoftheprojectandits deliverablesaswellastheirindividualgoals anddeliverables ■■ Concise,tested,andproventemplates ■■ Overviewofclient’sbusinessandthe problemforwhichtheyaresolvingthrough theERPimplementation ■■ Overviewofclient’sfunctionalareasthat willbeaffected ■■ Overviewofthetechnologysolutiontobe implemented ■■ OverviewofERPimplementation methodology ■■ IntroductiontoOrganizationalChange Management(OCM)anditskeyactivities (e.g.,communication,learning,end-user adoption,leadershipengagement.) ■■ Clientexpectations ■■ Consulting“do’sanddon’ts” Manageclientexpectation: Itisimportantfortheclienttobuy-intothe benefitsofthemodel.Projectsavingsmaybe enoughtomotivatetheclienttosupportthis approach,butcommunicatingthebenefits earlyandoftenwillhelptheclientrecognize theneedforspendingadditionaltimeupfront withjuniorresources. Createalearningenvironment: Projectleadershipmustcultivatealearning environmentfortheTe/Trsthroughoutthe courseoftheproject.Thejuniorresources musthaveleadershipsupportinthefollowing areastoensuresuccess. Howdowecollaborateand worktogethereffectively?
- 6. 5 Provideopportunityfor communication/facetime: ■■ TheTe/Trsneedleadershipanddirection fromthetimetheyarriveontheproject throughcutover.Weeklymeetingswitha consultingmanageroraboveandtheir peersareamust ■■ EachTe/Trshouldbefullyintegratedinto theirfunctionalteam.Atthestartofthe project,ensurethattheteamleadsare awarethattheTe/Trsaretheirresources. Additionally,Te/Trsneeddedicatedtime fromtheirfunctionalBAstounderstandthe businessprocessesandtimefromteam leadstolearnthesolution ■■ EngagetheTe/Trs’clientcounterpartsand SMEsearlyandoftensotheycanhelp mentorthemSolicitandListento Feedback: ■■ ActivelysolicittheTE/Tr’sfeedback.Often, juniorresourcesarehesitanttospeakupor providetheirfeed-backbecausetheyview themselvesas“workerbees.”Encourage criticalthinkingandthoughtleadershipby engagingwiththemandaskingfor feedbackandideas ■■ ListentoandconsidertheTe/Tr’sfeedback. Moreoftenthannottheirideasarerighton target.Trustthatyouhaveselectedsharp resourceswithvaluablethoughts.Project leadershipmustcreateanenvironmentfor two-wayfeedbackthroughoutthecourse oftheproject ■■ RecognizetheTe/Tr’saccomplishments often.Ifimplementedcorrectly,Te/Trsare learningandgrowingmorethananyother resourceontheteamandtheyarethe futureoftheorganization ■■ IfaTe/Trisnotmeetingexpectationsand patientcoachingisnoteffective,youmay needtofindanalternativeresource.The roleistooimportanttoallowsomeonewho isnotmeetingexpectationstocontinuein thisrole Providecontinuingtraining: Ongoingtraining,inadditiontothebootcamp providedpriortoon-boarding,isrequiredto developtheseresourcesintotheTrainingrole. Thefollowingtrainingisstrongly recommendedduringtrainingdocumentation development: ■■ Presentationandtrainingskills ■■ Trainingmaterialdevelopment ■■ PowerPoint(asneeded) ■■ Datacreation/stagingandcoordination ■■ Trainingtemplateutilization ■■ Trainingpilots(i.e.,mocktraining) development ■■ Trainingevaluationdevelopmentand feedbackassessment Ifanautomateddocumentationcreationtool willbeutilized(e.g.,RWDUPerform,Oracle UPK.),extensivetrainingonthistoolisessential forprojectsuccess. Createaneffectiveprojectteamstructure: DualReportingStructure:Te/Trsmusthave supportfromboth(1)teamleads(2)anOCM mentor.Theleadonthefunctionalteamshould guidethejuniormembersinbothhowto developthesolutionwhileprovidinggeneral consultingskillsthroughthetestingphase.The OCMresourceshouldmentorthejunior membersinhowtoworktogetherasateam andaddressprojectchallenges.Oncetraining preparationbegins,theOCMmentorbecomes theirmanagerandthedirectreportfortheTe/ Trs. Strategizearoll-off Afirmroll-offdateshouldbeestablishedwhen theTe/Trstartstheproject.Unlessextenuating circumstancesarise,thisroll-offdateshouldbe honoredduetotheintensenatureoftheTe/Tr role.Whenshouldtheyroll-off?Someclients havethemroll-offaftertheirtrainingdelivery iscomplete.However,thistimingmaybetoo soon.BecausetheTe/Trshaveextensive knowledgeofthesolutionandtheenduser community,atwo-weektoonemonthperiod assistingwithendusersupportcallsisagreat waytoutilizetheseresourcesduringcutover. Whatcanbeachieved? Bythetimego-livearrivesfortheERPproject, severalobjectivesandoutcomesofthe Tester/TrainerModelshouldhavebeen realizedincluding: ■■ Highquality,comprehensivetestingand trainingdocumentation ■■ Successfulunit,integrated,anduser acceptancetesting ■■ Completionofendusertrainingand adoption ■■ Ahighlyregardedprojectthatmetor exceededtimelineandbudgetary expectations ■■ Well-trainedjuniorresourcewhoareready tofortheirnextchallenge! TheTester/TrainerModelisn’tanapproach thatwillworkforeveryERPproject.Inorder tobesuccessful,businessesneedtobe flexibleintheirapproachandwillingto acceptanewwayofthinkingabouttesting andtraining.Consultingfirmsneedtohave juniorresourcesthatcanhandletheintense natureoftherole.Leadershipfromboththe clientandconsultingfirmneedstobepatient andsupportiveoftheseresources throughoutthelifecycleoftheproject. TheTester/TrainerModelcanhelpyourealize significantcostsavings,rapidpeople development,andhighqualitytestingand training–allonabudget!