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![Page 1: ]po[ Rollout Methodology Frank Bergmann frank.bergmann@project-open.com (cc) Except where otherwise noted, content on this slide is licensed under a Creative.](https://reader035.fdocuments.in/reader035/viewer/2022062516/56649dbf5503460f94ab2cdd/html5/thumbnails/1.jpg)
]po[ Rollout MethodologyFrank [email protected]
(cc) Except where otherwise noted, content on this slide is licensed under a Creative Commons Attribution 3.0 License
![Page 2: ]po[ Rollout Methodology Frank Bergmann frank.bergmann@project-open.com (cc) Except where otherwise noted, content on this slide is licensed under a Creative.](https://reader035.fdocuments.in/reader035/viewer/2022062516/56649dbf5503460f94ab2cdd/html5/thumbnails/2.jpg)
]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 2
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– Typical Rollout 4 – Involve Other PMs– Typical Rollout 5 – Further Options
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 3
ProjectOverview
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 4
Schematic Planning
Defi-nition
ExtensionDevelopment
Training
Kickoff
Go-LiveSupport
GapAnalysis
Configuration Requirements
ExtensionRequirements
Data Import Requirements
BaseInst.
Legacy Data Import
Configu-ration
For medium sized companies
Go-Live
Normal Support
Training
Training
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 5
]po[ Implementation Steps
After Go-LiveDefinition TrainingInstallation Go-Live
Scope & Application Workshop
Design Workshop
Permission Configuration
Master Data Import
SysAdminTraining
AccountantTraining
Project Managers Training
Server Installation
CategoryConfiguration
Basic Configuration
MilestoneGo-Live
Setting Live
„Hand Holding“
Support Contract
Extensions
Testing & Completion
SQL & Application Design
HTMLMockup
Development
(optional)
Prototype
Documentat., Training Mat.
After Go-LiveTraining
GUI Configuration
Sign-off
Feature Freeze
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 6
Successful
installation
Rollout Objectives Overview
Improvedprocesses
Improved processvisibility
Users don’t feel
threatened by the system
Enough slack time
for training
Userbuy-In
No major issues with the system Sound
support
User take advantage of
system capabilities
Goals
Base
Rollout
Processes
Users perceive a familiar
environment
Stable and well
configured system
Legacy data
migration
Sound and specific reports
Clean data in
the system
Improvedprofit
margin
Clean instructions to users
Time
Pro
gre
ss
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 7
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 can’t 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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 8
]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 project’s 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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 9
]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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 10
]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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 11
Data “Hygiene”
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 12
“Data Hygiene” Intro
“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 user’s
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
“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]
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 13
“Data Hygiene” Maturity Roadmap
1. Incomplete Production Data:The parallel use of other systems or Excel sheets leads to the situation that not all “production data” (projects etc.) are available in the system.
2. Inconsistencies in Core Data:Once 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.
3. Inconsistencies in Non-Core Data:Once projects and finance are OK, there may still be inconsistencies in auxiliary data such as task definitions, price lists, invoice “unit of measure”, etc.
4. Consistent Data in all Major Processes:Once all data are captured consistently, you can correlate the organization’s operational with financial performance for all major processes and define performance indicators.
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 14
“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– Norms to define “clean data”– The reports (or other control mechanisms) to extract information– The users responsible to enter/ correct data– The “feedback mechanism” and its escalation levels
InformationProducer Information
Consumer/Manager
]po[
InformationProducer
Report
FeedbackLoop
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 15
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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 16
Detailed Project Phase
Description
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 17
Definition Phase
Customer’s 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.
Work Package Objective Deliverables
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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 18
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 customer’s context.
Documentation of the extensions and development / adaptation of training material.
Extensions sign-off.
Work Package Objective Deliverables
HTML mockup
Functional specifications
Reutilization Concept
Data Model
Working code
Confirmation of functionality
Working system
Documentation & training material
Working extensions
Testing & Completion
SQL & Application Design
HTMLMockup
Development
Prototype
Documentat., Training Mat.
Sign-off
FeatureFreeze
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 19
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 customer’s corporate design (optional).
Create ]po[ customers, providers, customer contacts, freelancers, employees and prices from existing data.
Work Package Objective Deliverables
Installed applications
Working application
Secure application
Adaptedapplication
Attractive application
Usableapplication
Permission Configuration
Master Data Import
Server Installation
GUI Configuration
Basic Configuration
CategoryConfiguration
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 20
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.
Work Package Objective Deliverables
Successful training
Successful training
Successful trainingSysAdmin
Training
AccountantTraining
Project Managers Training
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 21
Go-Live Phase
Obtain technical OK to go-Live. Obtain user’s OK to go-live.
Live setting of the application. Final transfer of data from the legacy to the new system (optional).
Work Package Objective Deliverables
Decision to go-live
Operational new system
MilestoneGo-Live
Setting Live
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 22
Support Contract
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.
Work Package Objective Deliverables
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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 23
]po[ Implementation Phases
After Go-LiveDefinition TrainingInstallation Go-Live
Scope & Application Workshop
Design Workshop
Permission Configuration
Master Data Import
SysAdminTraining
AccountantTraining
Project Managers Training
Server Installation
CategoryConfiguration
Basic Configuration
MilestoneGo-Live
Setting Live
„Hand Holding“
Support Contract
Extensions
Testing & Completion
SQL & Application Design
HTMLMockup
Development
(optional)
Prototype
Documentat., Training Mat.
After Go-LiveTraining
GUI Configuration
Sign-off
Feature Freeze
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 24
Change Management
Strategies
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 25
]po[ Rollout Options
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Customer1
Freelance1
Freelance2
ResourceManager
Customer2
Quality-DB
...
Vertical Rollout Option:One project manager starts using the system, possibly only for a limited number of customers
Horizontal Rollout Option:A single process (PM, CRM, filestorage, ...) is being used by all PMs
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 26
„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 PMsCons 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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 27
„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 trainingCons Higher Risk: Initial implementation difficulties have
bigger impact on the companySummary „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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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 28
Typical Rollout (1)
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4Customer1
Freelance1
Freelance2
ResourceManager
Customer2
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.
Test Operations
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Quality-DB
...
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 29
Typical Rollout (2)
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4Customer1
Freelance1
Freelance2
ResourceManager
Customer2
Integrate with your financial backend.Train your ccountant(s) to import information from ]po[ and how to track bills & invoices from within the system.
Accounting Integration
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Quality-DB
...
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 30
Typical Rollout (3)
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4Customer1
Freelance1
Freelance2
ResourceManager
Customer2
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.
Workflow Rollout
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Quality-DB
...
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 31
Typical Rollout (4)
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4Customer1
Freelance1
Freelance2
ResourceManager
Customer2
Now (some 1-3 month after starting with the first PM) your company is typically ready to rollout ]po[ for the other PMs.
Involve other PMs
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Quality-DB
...
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 32
Typical Rollout (5)
Man. Dir.
SalesManager
OperationsManager Finance
PM 1 PM 3PM 2 PM 4Customer1
Freelance1
Freelance2
ResourceManager
Customer2
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.
Further Options
CRM
PM
Workflow
Accounting
Freelance-DB
Filestorage
Quality-DB
...
Pro
cess
es
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 33
Two-Week Rapid Rollout
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 34
Week 1 Week 2
Two-Week Rapid Rollout
Go-Live"Hand-Holding"
GapAnalysis
Configuration Requirements
ExtensionRequirements
Data Import Requirements
BaseInst.
Configu-ration
Getting ]po[ running in two condensed weeks
Go-Live
Support(Contract)
Training on the configured system.Last check with PMs if everything OK.
Legcy Data Import
SpecsPreconditions
Fix Issues, clarify processes
Fix Issues, clarify processes
Training for Accounting, Sales, ...
The Go-Live Condition:• All #1 prios need to be OK
in order to go-live
• 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
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]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 35
End
Frank [email protected]
www.project-open.com