Do we Have to justify Process Analysis …Yet Again????

Chahinka — Wed, 18 Apr 2012 22:53:58 +0000

I ask you, how can you know where you are going if you don’t know where you have been? Do you know who is doing what and what role that is in the organization no matter who sits in the role? Do you know where your manual processes are and how you might achieve efficiencies with system support? Do you know what rules are necessary to ensure when you follow the process that you are in compliance? Are you aware of the boundaries and how the HR process may be impacted by the Recruitment process, or how the supply chain process may be impacted by procurement.

It is always amazing that there is someone who indicates process is not important, or we don’t need to do that until we get into designing the system and writing the specs. Process Analysis needs to happen up front to determine where the opportunities are for change, how change will be instantiated and communicated, what training will need to take place, does the system support the process or not? Are there other systems that are integral to the process?

Here are some questions to ask yourself and ensure you have the answers and your processes analyzed to provide a framework and foundation for everything else in your implementation. The foundation will be there for testing, training, security, roles, compliance and ultimately change and communication.

Questions;

What is the purpose of the process, outcome and result?

What are the Roles and how will they change?

What are the steps?

What are the business Objects?

What are the rules?

What is manual and where does the system support the process?

What training and testing will be necessary to ensure the process is working as planned?

What are the boundaries between processes and what is the impact on pre and post process?

How will all the changes be communicated and managed?

So if you think process is not important, look to those implementations where you have been involved and determine points of failure. And on those that were supported by Business Process or Use Case Analysis how they had an impact on success.

I remain amazed that there are still consultants and professionals who do not understand the value of understanding and anlyzing process at the beginning of an implementation…not in design, not in construct, not in transition, not in deploy but in the beginning to provide a foundation for all stages, phases and tasks involved in an implementation.

PeopleSoft Implementation Start out Right

Chahinkapa — Mon, 04 May 2009 17:42:18 +0000

The leadership and participation of a project manager or workshop facilitator is critical in the first week of the project. It is important that every team member contribute with all the knowledge and creativity they can bring to the project. Every person MUST contribute as this is truly a team effort.

To be successful it is important to:

1. Create a baseline for the project that includes scope, schedule and resources as well as resource changes throughout the project.

2. Validate the team is working toward a common goal on the project.

3. Ensure everyone develops an attitude of responsibility and focus.

4. Ensure the client provides insight into the organization’s objectives, requirements and operations.

Organizations would be wise to bring in an outside facilitator for the first week of the project to lead the implementation or upgrade workshops. As an outside expert with optimal skills in training, facilitation and presentation, the team can focus on generating the project charter documents. The facilitator can also act as a resource and provide expertise as appropriate.

The team should have significant “buy-in” and “ownership” of the project. This means not only being willing to make decisions but to take responsibility for those decisions as well. Take some time to share experiences with the team and ensure the time in sessions is well spent.

What are some key points to remember in project implementations?

1. Projects will always be a challenge and it will take full participation of the team along with understanding, problem solving, working together and assuming responsibility for decisions that are mutual.

2. Projects have very long term impacts and the results of what a team does or does not accomplish will impact an organization for many years to come.

3. It is critical to have a cohesive team, and a strong leader driving the project.

4. Communicate to management on a regular basis and communicate results not all the details. They will want to know what is happening on a project but on a high level. Bring issues and risks to their attention immediately.

5. Projects are typically very visible in organizations and the team will success will result in awareness throughout the organization of the quality and performance of the team members in achieving their goals.

6. Keep the project on track. Scope tends to creep and it is the responsibility of the team and the Project Manager to monitor very carefully the deliverables expected and the scope as identified in the Charter document which was signed by all of the executive management and presented to all the stakeholders.

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Do we Have to justify Process Analysis …Yet Again????

PeopleSoft Implementation Start out Right