Software Reengineering vs. Replacement – What’s Right … · Software Reengineering vs....

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Software Reengineering vs. Replacement – What’s Right for Your Club?


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Real Time Survey

Club purchased new core club management software 10 or more years ago.

Club is considering the replacement of core software...

OR…

Club purchased new club management core software 5-10 years ago...

Club is considering the replacement of that core software...

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For those thinking about replacement...

What systems do you have now?• CSG.• Jonas.• Others?

Course Overview

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Each year 200+ private clubs select and implement new club

management software:

•Accounting•F&B & Retail POS

•Sports/F&B Reservations•Website

•Fitness & Spa Operations•Hotel Operations

•Etc.

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When clubs become dissatisfied with core software solutions...

they must make a choice:•Purchase new software, or•Keep what they have and improve it.

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Why New Systems Are Being Purchased

Decision Drivers:•Single database

integration.•Business intelligence

and data mining capabilities.

•Marketing support features.

•Member-centric solutions.

•More reliable performance and customer support.

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Dissatisfaction Progression

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Frustration, leads to ...

Complaints, which lead to ...

More Frustration, which leads to ...

Disenchantment, which eventually leads to ...

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Replacement

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Related to issues or

problems that can be easily

resolved?

Blown out of proportion

compared to the actual issues or

problems?

More related to poor processes

than the software itself?

An excuse for user lack of

knowledge or just plain laziness?

Based upon unrealistic

expectations?

Disenchantment?

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Related to all 5 factors?

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What if the Club buys a new system…

And it wasn’t really needed at all?

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Designed to make sure wholesale

change is really needed.

Assures that the contemplated change is cost

effective.

In some cases, will prevent

management from making a

huge, expensive mistake.

In other cases, will prepare for replacement -

the selection and implementation of new systems.

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How does Reengineering compare to a New Systems

Selection?

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The analytical work is the

same...

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The analytical work is the

same...

•But the assumptions are different.

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Selection assumesthat the legacy

system:

Is the root cause of the

disenchantment…

and cannot be salvaged.

Reengineering demands that the

legacy system:

Be proven to be the root cause of

the disenchantment.

Be proven to be unsalvageable.

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Primarily focuses on identifying the “best fit” new system.

Selection “Mindset”:

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Starts by focusing on how to maximize the capabilities of the legacy system and existing personnel.

Reengineering “Mindset”:

• Then evaluates the cost-benefit of retention vs. replacement, and:• Justifies the retention of the existing systems and initiates

reengineering activities, or• Justifies replacement of the existing systems and shifts the

focus to selecting the “best fit” new system.

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How do you decide?

1 Conduct the analysis.

2 Determine if Reengineering or Replacement is the best course of action.

3 Carry out the best alternative.

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Reengineering Analysis Steps

Dissatisfaction Analysis1

Key Process Analysis2

Software Interface Requirements Analysis3

Infrastructure Adequacy Analysis4

User Capability Analysis5

Functional Requirements Analysis6

Management Information Requirements Analysis7

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Dissatisfaction Analysis

Step 1

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Who? General Manager/CEO

Board and Committees

Individual Department Heads/Users

How Realistic? ?? ?? ??

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General Managers/CEO’s

May have unrealistic dissatisfaction because:

Often have no first-hand experience with the software/support issues.

Tend to listen to individual users who are complaining, and then extrapolate from there.

Tend to assume that the existing software is being fully utilized.

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Board and Committee Members

May have unrealistic dissatisfaction because:

Usually have no first-hand experience with the software/support issues.

Tend to over-estimate the capabilities of club software systems in general.

Tend to assume that the existing software is being fully utilized.

Tend to assume that the club has IT support similar to what they are accustomed to in their workplace.

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Individual Users

May have unrealistic dissatisfaction and complaints because:

May not know what the software is capable of (probably have not received any formal training).

May be covering for their own shortcomings or laziness.

May be chronic complainers.

May be all of the above.

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Unrealistic Dissatisfaction…

Some real-life examples.

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Example #1

The GM of a country club wanted to replace the existing F&B POS system

(along with all of the related core apps) to acquire “better sales reporting”.

However, when we investigated we found

that...

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•None of the F&B staff knew much about how to run the reports.

Very little reporting was being generated with the existing system.

We ran a half dozen standard reports from the existing system and the “issue” went away.

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Example #2

Some clubs look to new software to produce a comprehensive “daily operations report”, with

revenue and expenses presented actual vs. budget on a daily basis.

However, when we investigate, we often find

that:

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•There is no F&B dining costing system, so those costs must be estimated.

•Banquets are not being costed at all.

The club’s payroll/attendance system can only report results weekly and cannot project future labor costs.

There is no willingness to change the above.

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Example #3

Some clubs become excited about food and beverage

costing and menu explosion.

However, when we investigate we often find that:

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•There is no budget available to add the needed personnel and systems.

There is no staff available to perform this function.

The club’s food and beverage costs are already in line with industry averages.

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Dissatisfaction Analysis –Conclusion:

Analysis is performed to determine if the

dissatisfaction is well-founded.

Unfortunately, some clubs will replace their existing systems due to unrealistic

dissatisfaction...

and will end up getting very little in return for their investment and

efforts.

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Dissatisfaction examples at your clubs…

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Key Process Analysis

Step 2

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Identifies what adjustments (in the procedures and/or software) are needed to be successful.

Determines if the club’s software is compatible with the current procedures.

Focuses on “member-facing processes”.

Used to gain a complete understanding of the “target” operational procedures currently used.

Key Process Analysis

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Key Processes to be Analyzed - “Targets”:

•F&B POS order entry, requisitions and tendering.

•Banquet (private parties) reservations, management and billing.

•Pro shop POS sales entry and tendering.•Member billing and accounts receivable.•Rooms reservations, check-in and

check-out.•Spa reservations, check-in and check-

out, POS order entry and tendering.•Tee/court times reservations and check-

in.

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Involves at least one senior staff member from each club department plus the software vendor.

Allows all departments to see possible effects of each procedure.

Often identifies duplication of effort, conflicting or unnecessary procedures, or misunderstandings between departments.

May identify “holdover procedures” from years past –which have no value with modern technology. (“That’s just the way we do it”.)

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Often reveals processes that are inconsistent with

software capabilities, which leads to dissatisfaction.

Resolving process conflicts could help

remove the motivation for replacement.

Retaining inconsistent

processes could compromise the

success of a replacement system.

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Analysis Example - F&B POS – Lunch

“Club wants to use member photos and preferences at POS to improve member recognition and service.”

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No reservations are made by the members.1

Hostess seats the party.2Server asks for the member names/account numbers, and takes the beverage order. Order is written on captain’s pad.3Server goes to service area and enters beverage order into POS. 4Server delivers the beverages and takes food order. Order is written on captain’s pad.5

Server goes to service area and enters food order.6

Expediter delivers food to table.7

Server prints check(s) at POS and presents to member(s).8

Member(s) write account numbers on checks, and sign.9

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Hostess seats the party.2Server asks for the member names/account numbers, and takes the beverage order. Order is written on captain’s pad.3Server goes to service area and enters beverage order into POS. 4Server delivers the beverages and takes food order. Order is written on captain’s pad.5





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“Club wants to use member photos and preferences at POS to improve member recognition and service.”

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Hostess seats the party.2

Server asks for the member names/account numbers, and takes the beverage order. Order is written on captain’s pad.3Server goes to service area and enters beverage order into POS. 4Server delivers the beverages and takes food order. Order is written on captain’s pad.5





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Who has done process mapping at their club?

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Helps to assure that the club’s key processes

are not in conflict with the

existing software

capabilities.

Software Interface Requirements Analysis

Step 3

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Integration expectations:• Eliminate vendor

“finger pointing”.

• Increase reliability.

• Eliminate duplication of effort.

• Reduce costs (multiple vendor support relationships).

Integration expectations:• Eliminate vendor

“finger pointing”.

• Increase reliability.

• Eliminate duplication of effort.

• Reduce costs (multiple vendor support relationships).

Some clubs are motivated to replace legacy systems

with new, integrated solutions to eliminate interfaces of disparate

systems.

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Most commonly interfaced systems in clubs:

• Member Websites• Tee Times Reservations• Dining Reservations• Banquets and Catering Management• Hotel Management• Payroll / Time & Attendance• Spa Management• F&B POS (now rare in clubs)

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Analysis Steps:• Document all interfaces required with existing

systems.• Determine if any interfaced systems are required

(i.e. “sacred cows”) that must be retained.• Determine magnitude of interface challenge

associated with systems interfaces.• Determine relative value of replacing with an

integrated solution (i.e. feature sets vs. integration advantages).

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Decide if the club is better

off with interfaced

or integrated solutions.

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Infrastructure Adequacy Analysis

Step 4

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Some clubs confuse infrastructure shortcomings with software failures.

Unreliable, poorly maintained equipment and connectivity can make software appear to be the source of performance problems.

The club’s technology infrastructure should be thoroughly evaluated to assure it is up to par.

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Evaluate the following:

Switches, routers and connectivity (cabling, wireless).

Servers (performance, memory, reliability).

Desktop equipment (PC’s, printers).

Specialty equipment (mag card readers, scanners).

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Determine what needs to be improved to make the club’s infrastructure “adequate”, with estimated costs:

For the existing software solutions.

For replacement solutions.

Determine if the club’s current infrastructure is a factor in motivating requests for a replacement system.

???

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Examples of infrastructure issues masquerading as software problems??

User Capability Analysis

Step 5

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Easy to confuse poor

user capability with poor

systems performance.

• Most clubs spend little or nothing on user training after the initial systems implementation.

• Must determine if limited user capabilities are a factor in motivating requests for a replacement system.

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Skills of the key users in each department:

•General computer literacy.•Proficiency on existing club software.•Proficiency with MS Office products.•General understanding of data extraction and reporting.•General understanding of network/equipment vs. club software problems.•Ability to articulate problems encountered.

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of the

p

Attitudes of the key users in each

department:• Willingness to continuously learn.• Willingness to “own the system”.• Willingness to work with the software vendor to explore solutions.• Understanding that computer systems cannot be made to do “anything I want”.

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• Excellent• Good• Fair• Poor

Categorize each key user’s knowledge and

attitude:

•Poor knowledge = dissatisfaction?

•Poor attitude = dissatisfaction?

Determine how much of a role user knowledge

and attitude are playing in motivating requests

for a replacement system.

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Remember, users who are not knowledgeable or have an unproductive attitude

will sometimes drive a club toward new systems ...

when they’re not really needed!

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User capability issues masquerading as software problems??

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Reengineering Analysis StepsDissatisfaction Analysis1







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Reality CheckpointDissatisfaction Analysis1





•Is the dissatisfaction based upon real or imagined shortcomings?



Functional Requirements Analysis

Step 6

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Same approach used in

traditional new systems

selection.

•Interviews with key personnel in each club department.

•Software requirements checklist.

•Special problems and requests from club personnel.

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Analysis Process…

• Evaluate the capability of the existing system to satisfy the checklist.

• Evaluate the capability of the replacementsystems to satisfy the checklist.

• Evaluate the relative value of any additional functionality offered by the replacement systems.

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Management Information Requirements Analysis

Step 7

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A common reason given today for replacing legacy

systems.

The “promise” of advanced

information management:

Data Mining. Business Intelligence.

Key Performance Indicators (KPI’s). Projections.

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Review each department’s “wish list” for improved reporting:

Existing reports that are not satisfactory.

Reports that are not available at all.

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Determine if the “wish list” is valid:

Demand that users be specific in their requests.

Determine how the information will be used.

Determine the value of the requested information.

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Determine if “wish list” reports can be produced through the system’s “standard” reports:

Work with an experienced software trainer.

Review all available options:• Filters• Export to Excel• Combining multiple reports into one

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Determine if the “wish list” reports can be produced with the system’s “ad hoc” query and reporting tools.

Work with an experienced software trainer.

Work with the reporting tools that are part of the club management system.Explore accessing the SQL database directly to create the required queries and reports.Explore having the software vendor write custom reports.

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Evaluate the capability of the

club’s personnel to extract data from the

existing systems.

Determine if a user skills upgrade is the answer rather than a system replacement.

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Based upon the results of this analysis, decide

if reengineering…

or replacement, is the best course of action.

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•The value of reengineering vs. replacement.

•The cost (dollars, time commitment and business interruption) of reengineering vs. replacement.

For each analysis step, determine:

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Decide which method offers the best overall value for your club!

Value = Tangible Improvements

Cost = $ + Effort

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If you’ve decided to Reengineer....

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ReengineeringExecute all suggested improvements from the analysis:

Expectations.

Key processes.

Interfaces.

Infrastructure.

User capabilities.

Features and functions.

Management information.

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Reengineering Institute refresher and ongoing user training.

Demand “user ownership” and responsibility.

Obtain the required professional capabilities.

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If you’ve decided to Replace....

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ReplaceConduct a formal systems selection project:

Features and functions analysis.Management information analysis.Functional specification.Vendor demonstrations.Software functions comparison.Vendor capabilities comparison.RFP.Proposal comparison.Selection of the “best fit” solutions.

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Reengineering vs. Replacement

Conclusion

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Related to issues or

problems that can be easily

resolved?

Blown out of proportion

compared to the actual issues or

problems?

More related to poor processes

than the software itself?

An excuse for user lack of

knowledge or just plain laziness?

Based upon unrealistic

expectations?

Disenchantment?

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How do you decide?

1 Conduct the analysis.

2 Determine if Reengineering or Replacement is the best course of action.

3 Carry out the best alternative.



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Software Reengineering vs. Replacement – What’s Right … · Software Reengineering vs....

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