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Strategic
decisions have to be made before a solution can be specified
and evaluated. If requirements are uncertain, time and money
can be wasted on inappropriate activities.
It is essential to involve users at the earliest possible stage.
Our consultant's take full advantage of the capabilities of
the software and combine them with business and user requirements
to develop a unique solution.
The key to success is to find a good fit between the technology
and the business requirement.
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Where to initiate the pilot is critical.
MJM work with our clients to identify a group, department or set
of business processes that are able to prove the case for adoption
at minimal risk to the business.
The pilot should be founded upon well-defined requirements and
evelauation criteria against which success can be measured. The
prototype development is reviewed with IT/IS and end-user groups
to ensure that requirements have been met. |
Hardware and software recommendations are
finalised and budgets have to be agreed. IT support services must
be inplace prior to deployment. The development of operational
practices and procedures together with training plans need to
be developed before delivery of the system.
The project team often consists of internal and external units.
Making each clearly aware of their specific responsibilities as
the plan develops is crucial to the success of the project.
User expectations are managed throughout the project, regular
updates are provided together with any schedule changes.
Rapid development of the pilot is possible due to the earlier
prototyping phase. |
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The pilot must be well documented as it
will form the roll-out template. Once the case for adoption
has been proven the pressure is on to get everyone on the system
as quickly as possible.
The pilot proves the viablility of the training and roll-out
strategies as well as the system design. They must be signed
off before consideration is given to the enterprise roll-out.
Generally all customisation is completed during the pilot phase.
The main roll-out is therefore a matter of delivering the signed
off system to a larger number of users.
Training needs to run hand-in-hand with the implementation,
as it will drive the schedules. Users who are unfamiliar with
the new technology or do not fully understand the need for change
can impact the success of the project.
The key tasks for the main roll-out are desktop deployment,
data input, training and the provision of 'floor-walking' support
to the newly trained users.
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Training classes and focus groups should
be continued after implementation has been completed.
Post implementation reviews should be conducted with both IT/IS
and end-user groups. |
