implementing an enterprise ppm tool a complex or a simple journey dr jay chaudhuri march 2014 n.
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Implementing an Enterprise PPM Tool A complex or a simple Journey? Dr . Jay Chaudhuri March 2014

Implementing an Enterprise PPM Tool A complex or a simple Journey? Dr . Jay Chaudhuri March 2014

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Implementing an Enterprise PPM Tool A complex or a simple Journey? Dr . Jay Chaudhuri March 2014

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  1. Implementing an Enterprise PPM Tool A complex or a simple Journey?Dr . Jay ChaudhuriMarch 2014

  2. CQC Solutions • Founded in 2007 to meet the needs of PPM Clients • Created by a team of a highly skilled ex big 5 business professionals with: • Deep PPM/PMO/BPM experience • Proven Track Record configuring PPM systems to meet complex business needs. • Wide business experience so can relate a Clients needs. • Technical and Functional Consultants whose experience allows a high level of automation and integration to other systems

  3. Agenda • The journey • Factors impacting the journey • Obstructions, delays, diversions and get back on the path • Does the journey need to be complex?

  4. Factors Impacting the Journey • Process Maturity • Project governance • Lifecycle and Timescale • Tool & Architecture • Resourcing • Politics

  5. Process Maturity • No consistent processes • Lack of understanding of end-to-end view • Not thought through decisions • Lack of skills • Lack of consensus • Project delays • Lack of adoption of new processes and hence tool • Unhappy users • Difficulty in integrating with existing systems • Difficulty in producing useful reports Challenges Impact

  6. Process Maturity - Remedy • Establish and agree processes and end to end view • Involve and get consensus from people with hands-on experience • Select people who are bought into the project and influence others to adopt the new way and integrate them closely in the project • Review if you can change your processes to use out-of-the-box features • Do not rush into implementation of the tool until there is a good understanding of how it will work – not suggesting to go into analysis/paralysis

  7. Project Governance • No ownership • No leadership • Lack of an effective steering committee • SC members not empowered to take decision • Project off-course • Decisions are not made on time or at all • Actions are not completed • Project team frustrated, bewildered • Waste of project resources Challenges Impact

  8. Project Governance - Remedy • Establish a steering committee with the right people involved • Ensure that the SC members have interest in making the project a success • Ensure that the project is aligned to organisational objectives, i.e., there is a burning platform…… • Make sure the benefits are understood and communicated • PMs, PMO, Finance, should all be integral part of the project • Most importantly should not be technology led

  9. Lifecycle & Timescale • Not definite how the project should be run – waterfall, agile.. • No realistic plan • Not adequate time allowed to complete tasks satisfactorily • Lack- of or late decisions impacting timescale • No realistic transition planning • Unrealistic expectation on what is being delivered and how • Development before requirements are understood hence re-work • Not enough time spent on critical activities like UAT, training, data migration, stress testing, etc due to pressure to meet deadlines • Users reluctant to adopt the new way Challenges Impact

  10. Lifecycle and Timescale - Remedy • Agree exactly how the project should be delivered • Develop a realistic plan. Involve the people who would deliver and have the experience to come up with the plan • Make sure exactly how the transition from the old to the new way will be done • Make sure that necessary management and financial reporting can still be delivered during transition • Assess the impact of changes to the plan and take necessary actions • Remember users will only adopt the new way if UAT meets their requirements, correct data has been used in UAT and migrated in production, they are properly trained in the new way and the system meets their expectations in terms of ease of use and performance • Manage change and provide effective communication

  11. Tool and Architecture • The selected tool is not ‘fit for purpose’ in terms of: • Supported requirements • Performance • Integration to existing systems (financial & reporting) • Ease of use • Ability to handle data structure and volume • Lack of understanding and planning of the end to end system and data architecture • Need for customisation • Does not align with financial systems • Rework • Inability to produce meaningful reports • Changes to existing systems, data structure, code • Users have no confidence on the system Challenges Impact

  12. Tool and Architecture - Remedy • Consider all aspects when selecting the tool • A comprehensive pilot with realistic data is advisable before selecting the tool • Assess carefully if your data structure, coding, volume can be supported by the tool or consider if changes to your own data structure is possible • Understand how data flows between the new tool and your existing systems and assess the complexity of integration • Review the reporting facilities supported by the tool • Do UAT with realistic data and test the necessary interfaces

  13. Resourcing • Project does not have the resource with the right skills • Does not have adequate level of resources • Impacted users are not involved • Poor relationship of the organisation with external suppliers, resources • Difficult to deliver project on time and quality • No buy-in from the impacted users • No continuity of resources Challenges Impact

  14. Resourcing- Remedy • Understand resourcing requirements in terms of skills , experience and number and resource project accordingly • ‘Trial and Error’ from newly trained resources will not make a successful implementation • Select a supplier who has a proven track record, who you can work with and have respect for so that you can work in a healthy partnership • Users should be closely involved, you cannot impose the change on them

  15. Politics • No strong leadership • Ineffective Steering committee • Imposed by ‘Technology’ • Power struggle • Guarding their ‘own patch’ • Unwilling to accept change • Failed Project Challenges Impact

  16. Politics- Remedy • Remain focussed • Rise above it • Understand it but do not get involved

  17. Conclusion • The complexity is not in the project, we create it • Not unique to PPM implementation but true for most projects • The key issue is that organisations do not yet have a consistent way of working I love ‘Standards’ so I have so ‘Many’ of them.

  18. CQC Solutions Clients