]po[ Rollout Methodology

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po Rollout Methodology

• Frank Bergmannfrank.bergmann_at_project-open.com

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Contents

• Overview
• Schematic Planning
• Implementation Steps Overview
• po Project Definition Check points
• po Go-Live Check Points
• po Operations Check Points
• po Implementation Steps
• Definition Phase
• Extensions Phase
• Installation Phase
• Training Phase
• Go-Live Phase
• After Go-Live Phase
• po Rollout Options
• Vertical Rollout
• Horizontal Rollout
• Typical Rollout 1 Test Operations
• Typical Rollout 2 Accounting Integration
• Typical Rollout 3 Workflow Rollout

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ProjectOverview
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Schematic Planning
For medium sized companies
Defi-nition
BaseInst.
GapAnalysis
Configuration Requirements
Configu-ration
ExtensionDevelopment
ExtensionRequirements
Data Import Requirements
Legacy Data Import
Training
Training
Training
Go-LiveSupport
Normal Support
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po Implementation Steps
After Go-Live
Definition
Training
Installation
Go-Live
Extensions
(optional)
Scope Application Workshop
HTMLMockup
Design Workshop
Feature Freeze
Server Installation
SQL Application Design
Basic Configuration
Development
Permission Configuration
Project Managers Training
Prototype
Category Configuration
AccountantTraining
Testing Completion
GUI Configuration
SysAdminTraining
Documentat., Training Mat.
Master Data Import
MilestoneGo-Live
Hand Holding
Sign-off
Setting Live
After Go-LiveTraining
Support Contract
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Rollout Objectives Overview
Improvedprofit margin
Improvedprocesses
Goals
Improved processvisibility
User take advantage of system capabilities
Clean data in the system
Processes
Userbuy-In
Sound and specific reports
Progress
Clean instructions to users
Enough slack time for training
Rollout
Stable and well configured system
Users perceive a familiar environment
Users dont feel threatened by the system
Successful installation
No major issues with the system
Base
Legacy data migration
Sound support
Time
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Key Terms for a Successful Rollout

• Change-Management
• Psychological process describing how person move
  on from an existing situation (comfort zone) to a
  new situation.
• All system users and some stakeholders need to go
  through this process
• Reference Ross-Kanter
• Taking Ownership
• In some projects, the supposed users reject to
  use the system
• Rejecting ownership is frequently related to bad
  data in the system that the user cant trust.
• A user starts taking ownership when he or she
  starts to add or modify data.
• Buy-In
• Describes the attitude of stakeholders towards
  the system and the project team
• Based on

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po Project Definition

• The decision Adapt po or adapt the company is
  the single most important factor to determine the
  project cost and implementation speed.
• The Strong Key User is the most important
  factor in a projects success. A strong Key User
  is somebody with detailed knowledge of all
  company processes and has some technology skills,
  quickly understanding the logic of a software.
• The outcome of the Project Definition is used in
  the following phases, so it is important to
  document the decisions here.

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po Implementation and Go-Live

• Each of the factors below need to be covered
  about 80 in order to allow a successful
  go-live. Small modifications (20) are usually
  fine after the go-live if expectations are
  managed accordingly.
• The key for a successful go-live is the Training
  Manual that explains how users should use po.
  Writing this manual can take 5-10 net days of
  work..

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po Operations

• The 1 issue after the go-live is the quality of
  data in the system. Please make sure that user
  can trust the data inside the system and know
  who entered these data, so that complaints can be
  converted in improvements.
• The key for successful long-term po operations
  is a Support Team that is capable of modifying/
  extending po. This team can be either in-house
  with 3rd level support from po (recommended) of
  outsourced.
• System Admin is usually not an issue anymore
  after the go-live. But please make sure to test
  recovery operations every 2-3 month.

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Data Hygiene
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Data Hygiene Intro
An ERP system is mostly about trust Users who
pull out data at one end have to trust the users
who entered data at the other end. This is the
true challenge. From a posting in erp-select

• Clean data is necessary for invoicing,
  financial controlling and any high-level
  reporting.
• Data pollution can happen because of various
  factors
• Insufficient definition on how data should be
  entered
• Lack of user training
• Time pressure may lead to a conflict between a
  users performance evaluation and clean data
  entry
• Lack of control to detect polluted data in the
  system
• Lack of power to force users to enter clean data

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Data Hygiene Maturity Roadmap

• Incomplete Production DataThe parallel use of
  other systems or Excel sheets leads to the
  situation that not all production data
  (projects etc.) are available in the system.
• Inconsistencies in Core DataOnce all
  production data are available in the system,
  there may still be coarse inconsistencies in
  projects and financial, leading to incomplete
  invoicing and meaningless financial controlling
  results.
• Inconsistencies in Non-Core DataOnce projects
  and finance are OK, there may still be
  inconsistencies in auxiliary data such as task
  definitions, price lists, invoice unit of
  measure, etc.
• Consistent Data in all Major ProcessesOnce all
  data are captured consistently, you can correlate
  the organizations operational with financial
  performance for all major processes and define
  performance indicators.

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Data Hygiene Feedback Loops

• Data Hygiene is an iterative learning process.
• Example Processes
• Projects (name, start end dates, hierarchy)
• Customer information for CRM
• Provider information for provider mgmt.
• Invoicing (produce quotes and invoices for each
  project).
• Customer price lists
• Provider price lists
• Provider Billing (produce purchase orders and
  bills for providers)
• Project planning ( assignation of users to
  projects)
• Timesheet information
• Absences and vacation
• Quality reports and evaluations
• Skill database
• Query issue management via forum
• For each process you need to define
• The manager responsible for data hygiene

FeedbackLoop
po
InformationProducer
InformationConsumer/Manager
Report
InformationProducer
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Benefits from Data Hygiene

• po allows you to extract a wealth of high-level
  information if your data are entered correctly.
  Examples include
• Profit Loss per project
• Profit Loss per customer over time
• Profit Loss per sales rep or project manager
• Quality of delivered work vs. cost of service
• (please see the Indicators section for a
  range or performance indicators).

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Detailed Project Phase Description
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Definition Phase

• Customers Senior Management learns about the
  application and identifies the po modules to be
  implemented.
• Identification of extension development
  necessities.
• Senior Management or Key Users specify
  configuration and customization necessities.
• Scoping and functional requirement definition for
  extension development.

• Scope of project
• Input for first cost estimate
• Decision structure
• Configuration requirements
• Extension requirements
• Input for detailed quote

Scope Application Workshop
Design Workshop
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Extensions Phase

• Build a functional mockup using static HTML
  pages based on input from the Design Workshop.
• Mockup confirmation in a functional design
  workshop and freeze of specifications.
• Define how extensions should relate to existing
  po modules.
• Design a SQL data model.
• Implement the specified extensions.
• Presentation of a prototype to the customer.
• Completion of the prototype functionality and
  testing in the customers context.
• Documentation of the extensions and development /
  adaptation of training material.
• Extensions sign-off.

• HTML mockup
• Functional specifications
• Reutilization Concept
• Data Model
• Working code
• Confirmation of functionality
• Working system
• Documentation training material
• Working extensions

HTMLMockup
FeatureFreeze
SQL Application Design
Development
Prototype
Testing Completion
Documentat., Training Mat.
Sign-off
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Installation Phase

• Install the po application on a production
  server and (optionally) on a development/test
  server. Security configuration.
• Configuration of Admin / Parameters section
  according to customer requirements.
• Setup of user profiles and user profile
  privileges according.
• Adapt po categories (project types, customer
  types, ) to the specific business.
• Adapt GUI colors and font styles to the
  customers corporate design (optional).
• Create po customers, providers, customer
  contacts, freelancers, employees and prices from
  existing data.

• Installed applications
• Working application
• Secure application
• Adaptedapplication
• Attractive application
• Usableapplication

Server Installation
Basic Configuration
Permission Configuration
CategoryConfiguration
GUI Configuration
Master Data Import
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Training Phase

• Allow PMs to efficiently use the Translation
  Workflow, File Storage and Forum modules.
• Allow accountants to efficiently use the
  Translation Invoices and Freelance Invoices
  (optional) modules.
• Enable the Sysadmin to perform backup, restore
  and recovery operations.

• Successful training
• Successful training
• Successful training

Project Managers Training
AccountantTraining
SysAdminTraining
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Go-Live Phase

• Obtain technical OK to go-Live.
• Obtain users OK to go-live.
• Live setting of the application. Final transfer
  of data from the legacy to the new system
  (optional).

• Decision to go-live
• Operational new system

MilestoneGo-Live
Setting Live
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After Go-Live

• Presence of implementation team members during
  the first days after going live in order to deal
  with questions and issues.
• Training to deal with unanticipated or unresolved
  questions after the go-live.
• Ongoing support.

• Successful completion of the first project cycles
• All users are capable of using the system
• A stable and updated system

Hand Holding
After Go-LiveTraining
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po Implementation Phases
After Go-Live
Definition
Training
Installation
Go-Live
Extensions
(optional)
Scope Application Workshop
HTMLMockup
Design Workshop
Feature Freeze
Server Installation
SQL Application Design
Basic Configuration
Development
Permission Configuration
Project Managers Training
Prototype
Category Configuration
AccountantTraining
Testing Completion
GUI Configuration
SysAdminTraining
Documentat., Training Mat.
Master Data Import
MilestoneGo-Live
Hand Holding
Sign-off
Setting Live
After Go-LiveTraining
Support Contract
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Change ManagementStrategies
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po Rollout Options
PM
Vertical Rollout Option One project manager
starts using the system, possibly only for a
limited number of customers
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Horizontal Rollout Option A single process (PM,
CRM, filestorage, ...) is being used by all PMs
Quality-DB
...
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Vertical Rollout

• Pros
• Limited Risk A single project manager tests
  the functionality
• Skill Management The initial PM will probably be
  interested in systems IT
• The initial PM can later provide training
  support to the other PMs
• Cons
• Integration Difficulties This approach can be
  difficult if po needs to be integrated with
  existing systems.
• Summary
• Vertical is the best option for smaller
  companies and companies without PM systems.

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Horizontal Rollout

• Pros
• Reduces Integration Difficulties Big Bang
  rollout is cheaper if there are existing systems
  that would have to run in parallel otherwise.
• No duplicated training
• Cons
• Higher Risk Initial implementation difficulties
  have bigger impact on the company
• Summary
• Horizontal is the best option for complex
  rollouts in larger companies in order to avoid
  high integration costs with existing systems.
• Horizontal may be combined with a vertical
  test phase.

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Typical Rollout (1)
Test Operations
Start with the most IT-savvy PM. He or she will
later provide training to the other PMs
Start with project management and the
freelance-DB. You will need to setup a few
customers and freelancers in order to get started.
PM
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Quality-DB
...
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Typical Rollout (2)
Accounting Integration
PM
Integrate with your financial backend. Train your
ccountant(s) to import information from po and
how to track bills invoices from within the
system.
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Quality-DB
...
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Typical Rollout (3)
Workflow Rollout
PM
Now one option is to start using the translation
workflow and to involve the first freelancers in
the process. However, this is not a necessary
step.
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Quality-DB
...
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Typical Rollout (4)
Involve other PMs
PM
Now (some 1-3 month after starting with the first
PM) your company is typically ready to rollout
po for the other PMs.
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Quality-DB
...
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Typical Rollout (5)
Further Options
PM
After this point there are several options on how
to proceed. However, your company will have made
a lot of progress understanding the system,
allowing you to take an informed decision.
Filestorage
Freelance-DB
CRM
Accounting
Workflow
Quality-DB
...
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Two-Week Rapid Rollout
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Two-Week Rapid Rollout
Getting po running in two condensed weeks
Preconditions
Specs
BaseInst.
Training on the configured system.Last check
with PMs if everything OK.
Training for Accounting, Sales, ...
GapAnalysis
Configu-ration
Configuration Requirements
Legcy Data Import
Go-Live
ExtensionRequirements

• The Go-Live Condition
• All 1 prios need to be OK in order to go-live

Go-Live"Hand-Holding"
Data Import Requirements

• Week 2 is to fix prio 2 issues and questions,
  such as incomplete master data or process variants

• Prio 3 issues can be fixed remotely

Support(Contract)
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End
Frank Bergmann frank.bergmann_at_project-open.com www
.project-open.com