po Rollout Methodology Frank Bergmann frank bergmann project-open com

]po[ Rollout Methodology Frank Bergmann frank. bergmann@project-open. com (cc) Except where otherwise noted, content on this slide is licensed under a Creative Commons Attribution 3. 0 License

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 ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 2

Project Overview ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 3

Schematic Planning For medium sized companies Definition Kickoff Base Inst. Gap Analysis Configuration Requirements Configuration Extension Requirements Extension Development Data Import Requirements Legacy Data Import Train ing Training Go-Live Support Normal Support ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 4

]po[ Implementation Steps Definition Extensions (optional) Installation Training Go-Live After Go-Live Scope & Application Workshop Design Workshop HTML Mockup Feature Freeze SQL & Application Design Server Installation Basic Configuration Development Prototype Testing & Completion Documentat. , Training Mat. Sign-off Permission Configuration Category Configuration GUI Configuration Master Data Import Project Managers Training Accountant Training Sys. Admin Training Milestone Go-Live Setting Live „Hand Holding“ After Go-Live Training Support Contract ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 5

Rollout Objectives Overview Improved profit margin Improved processes Progress Goals User take advantage of system capabilities Processes Rollout Successfu l installatio n Base Improved process visibility Clean data in the system User buy-In Stable and well configured system No major issues with the system Sound and specific reports Clean instructions to users Enough slack time for training Users perceive a familiar environment Users don’t feel threatened by the system Legacy data migration Sound support Time ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 6

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 ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 7

]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. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 8

]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 golive is the “Training Manual” that explains how users should use ]po[. Writing this manual can take 5 -10 net days of work. . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 9

]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 3 rd 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. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 10

Process Map ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 11

Process Map for ]po[ Rollouts § Not all companies need to implement all of their processes using ]project-open[. § The following slides show a number of processes that are supported by ]projectopen[ and that are available for implementation. § The implementation of processes can be grouped in “phases” for reducing risk and improving user acceptance. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 12

Consulting/PM Process Map 1. 2. Project Portfolio Tracking 1. 2. 3. 4. 3. 4. Keep a list of all open projects and the assigned resources. Use “Filestorage” to store project’s files on your file server. Use “project on-track status” to communicate green/yellow/red status with senior management This is the first step to use ]po[. Keep your Pre-sales Pipeline in ]po[ Start with this process if you sales and resource planning are important for you. Enter project opportunities into ]po[ using the project status “potential” and one of its sub-stati Use the project fields “probability” and “estimated value” to keep track of the presales pipeline Use ]po[ as a centralized list of customers and customer contacts As a result your sales pipeline will become more visible and you will be able to estimate future revenues and resource requirements. This list of PM related processes is useful for: • Consulting companies (general, IT, strategic, financial, …) • Advertising agencies • Law firms • Construction companies • … Project Tracking 1. 2. 3. 4. 5. 1. 2. 5. This is the most basic information to keep in ]project-open[. It will serve as a base for all other processes below. 3. 4. 1. 2. 3. 4. Start with this process if your projects frequently suffer from time overruns. Use Gantt. Project (in the future: Open. Proj) to develop your project schedules Use the “estimated time” to capture your estimation Use Timesheet to log spent hours against tasks Use many small tasks in your project schedule to be able to detect deviations early. As a result you will detect project deviations early and be able to react to them early. Project Controlling Start with this process if you feel a margin pressure or if your projects frequently suffer from cost overruns Use Timesheet management to capture internal costs. Use the provider management module to capture external costs. You can export these costs to your accounting package later. Use the “Expenses” module to capture travel expenses etc. As a result you will gain visibility in the profitability of customers and the factors that determine profitability. Project Invoicing Start with this process if you have lose billable hours or if project invoicing takes up a lot of resources in your organization Define your billable and non-billable service types using “materials” and setup prices per customer and material. Define billable and non-billable tasks in your projects. Use Timesheet management to capture billable and non-billable hours. As a result, you may bill considerably more hours with considerably less effort. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 13

Translation Mgmt. Process Map 1. Translation Project Portfolio 1. 2. Keep track of queries and provide a history of queries to project managers Freelance Skill Management 1. 6. Create Purchase Orders and Bills from ]project-open[ Query Management 1. 5. Keep track of the translation tasks per project and their respective status Involve freelancers to download/upload their files themselves • Translation agencies • Internal translation departments • Freelancers and groups of freelancers Provider Management 1. 4. Use ]po[ to maintain the list of currently open translation projects Translation Workflow Management 1. 3. This list of PM related processes is useful for: Keep track of your freelancer’s skills and improve the matching of freelancers to projects Quality Management 1. Keep track of your freelancer’s performance ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 14

HR Process Map 1. Basic Employee information in the system 1. 2. Keep track of resources’ skills and skill levels Improve matching of resource skills to projects Recruiting 1. 2. 5. Keep track of available resources Keep track of resources assigned to projects Identify over- and under utilization of resources Skill Management 1. 2. 4. Keeping track of current employees Integrate access and security management Resource management 1. 2. 3. This list of processes is useful for most service companies. Track candidates in ]po[ Keep track of the recruiting workflow Knowledge Management 1. 2. Keep or track critical knowledge resources in ]po[ Make knowledge resources available to the right people ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 15

IT Services Management Process Map & Rollout Service Desk Capacity Mgmt (human) Config. Mgmt Financial Mgmt (2) OCS Inventory Server Monitoring Software Development Financial Mgmt (1) 1 2 3 Project Mgmt Timesheet Mgmt Phase 1: Service Desk + Timesheet: This is all you need to calculate the price per service request. Purchasing & Inventory Additional Processes Project Portfolio Mgmt Problem Mgmt Incident Mgmt ITIL Processes Phase 2: Control systems and performance. Manual processes are hopeless, but Nagios + OCS Inventory do the job. Now you can compare SLAs with actual data. Service Level Mgmt Capacity Mgmt (system) Phase 3: Projects and their artifacts: This is driven by Timesheet Mgmt, because staff needs projects to log their hours. Then Release Mgmt comes naturally, because all relevant information is already there. Release Mgmt IT Strategy HR Mgmt Provider Mgmt Security Mgmt 4 Phase 4: Additional processes: These are not directly connected to the other processes and can be introduced at any time. Continuity Mgmt ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 16

Data “Hygiene” ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 17

“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 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 ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 18

“Data Hygiene” Maturity Roadmap 1. 2. 3. 4. 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. 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. 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. 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. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 19

“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 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 … Feedback Loop ]po[ Information Producer Information Report Consumer/ Manager § 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 ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 20

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). ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 21

Detailed Project Phase Description ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 22

Definition Phase Work Package Scope & Application Workshop Design Workshop Objective Deliverables § Customer’s Senior Management learns about the application and identifies the ]po[ modules to be implemented. § Identification of extension development necessities. § Scope of project § Input for first cost estimate § Decision structure § Senior Management or Key Users specify configuration and customization necessities. § Scoping and functional requirement definition for extension development. § Configuration requirements § Extension requirements § Input for detailed quote ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 23

Extensions Phase Work Package Objective Deliverables § Build a functional “mockup” using static HTML pages based on input from the “Design Workshop”. § HTML mockup § Mockup confirmation in a functional design workshop and freeze of specifications. § Functional specifications SQL & Application Design § Define how extensions should relate to existing ]po[ modules. § Design a SQL data model. § Reutilization Concept § Data Model Development § Implement the specified extensions. § Working code § Presentation of a prototype to the customer. § Confirmation of functionality § Working system HTML Mockup Feature Freeze Prototype Testing & Completion § Completion of the prototype functionality and testing in the customer’s context. Documentat. , Training Mat. § Documentation of the extensions and development / adaptation of training material. Sign-off § Extensions sign-off. ã § Documentation & training material § Working extensions ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 24

Installation Phase Work Package Objective Deliverables § Install the ]po[ application on a production server and (optionally) on a development/test server. Security configuration. § Installed applications Basic Configuration § Configuration of Admin / Parameters section according to customer requirements. § Working application Permission Configuration § Setup of user profiles and user profile privileges according. § Secure application Category Configuration § Adapt ]po[ categories (project types, customer types, …) to the specific business. § Adapted application GUI Configuration § Adapt GUI colors and font styles to the customer’s corporate design (optional). § Attractive application Master Data Import § Create ]po[ customers, providers, customer contacts, freelancers, employees and prices from existing data. § Usable application Server Installation ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 25

Training Phase Work Package Project Managers Training Accountant Training Sys. Admin Training Objective Deliverables § Allow PMs to efficiently use the “Translation Workflow”, “File Storage” and “Forum” modules. § Successful training § Allow accountants to efficiently use the “Translation Invoices” and “Freelance Invoices” (optional) modules. § Successful training § Enable the Sysadmin to perform backup, restore and recovery operations. § Successful training ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 26

Go-Live Phase Work Package Milestone Go-Live Setting Live Objective Deliverables § Obtain technical OK to go-Live. § Obtain user’s OK to go-live. § Decision to go-live § Live setting of the application. Final transfer of data from the legacy to the new system (optional). § Operational new system ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 27

After Go-Live Work Package Objective Deliverables „Hand Holding“ § Presence of implementation team members during the first days after going live in order to deal with questions and issues. § Successful completion of the first project cycles After Go-Live Training § Training to deal with unanticipated or unresolved questions after the go-live. § All users are capable of using the system § Ongoing support. § A stable and updated system Support Contract ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 28

]po[ Implementation Phases Definition Extensions (optional) Installation Training Go-Live After Go-Live Scope & Application Workshop Design Workshop HTML Mockup Feature Freeze SQL & Application Design Server Installation Basic Configuration Development Prototype Testing & Completion Documentat. , Training Mat. Sign-off Permission Configuration Category Configuration GUI Configuration Master Data Import Project Managers Training Accountant Training Sys. Admin Training Milestone Go-Live Setting Live „Hand Holding“ After Go-Live Training Support Contract ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 29

Change Management Strategies ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 30

]po[ Rollout Options Man. Dir. Sales Manager Customer 1 2 Operations Manager PM 1 PM 2 PM 3 Finance Freelance 1 2 PM 4 PM Vertical Rollout Option: One project manager starts using the system, possibly only for a limited number of customers Filestorage Processes Resource Manager Freelance -DB CRM Accounting Workflow Horizontal Rollout Option: A single process (PM, CRM, filestorage, . . . ) is being used by all PMs Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 31

„Vertical“ Rollout Pros ì Limited Risk: A single project manager „tests“ the functionality ì Skill Management: The initial PM will probably be interested in systems & IT ì The initial PM can later provide training & support to the other PMs Cons î Integration Difficulties: This approach can be difficult if ]po[ needs to be integrated with existing systems. Summary è „Vertical“ is the best option for smaller companies and companies without PM systems. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 32

„Horizontal“ Rollout Pros ì Reduces Integration Difficulties: „Big Bang“ rollout is cheaper if there are existing systems that would have to run in parallel otherwise. ì No duplicated training Cons î Higher Risk: Initial implementation difficulties have bigger impact on the company Summary è „Horizontal“ is the best option for complex rollouts in larger companies in order to avoid high integration costs with existing systems. è „Horizontal“ may be combined with a „vertical“ test phase. ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 33

Typical Rollout (1) Test Operations Man. Dir. Sales Manager Customer 1 2 Start with the most ITsavvy PM. He or she will Resource Finance later provide training to Manager the other PMs Operations Manager PM 1 PM 2 PM 3 Freelance 1 2 PM 4 Start with project management and the freelance-DB. You will need to setup a few customers and freelancers in order to get started. PM Processes Filestorage Freelance -DB CRM Accounting Workflow Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 34

Typical Rollout (2) Accounting Integration Man. Dir. Sales Manager Customer 1 2 Operations Manager PM 1 PM 2 PM 3 Finance Freelance 1 2 PM 4 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 Processes Resource Manager Freelance -DB CRM Accounting Workflow Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 35

Typical Rollout (3) Workflow Rollout Man. Dir. Sales Manager Customer 1 2 Operations Manager PM 1 PM 2 PM 3 Finance Freelance 1 2 PM 4 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 Processes Resource Manager Freelance -DB CRM Accounting Workflow Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 36

Typical Rollout (4) Involve other PMs Man. Dir. Sales Manager Customer 1 2 Operations Manager PM 1 PM 2 PM 3 Finance Freelance 1 2 PM 4 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 Processes Resource Manager Freelance -DB CRM Accounting Workflow Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 37

Typical Rollout (5) Further Options Man. Dir. Sales Manager Customer 1 2 Operations Manager PM 1 PM 2 PM 3 Finance Freelance 1 2 PM 4 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 Processes Resource Manager Freelance -DB CRM Accounting Workflow Quality-DB. . . ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 38

Two-Week Rapid Rollout ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 39

Two-Week Rapid Rollout Getting ]po[ running in two condensed weeks Preconditions Base Inst. Gap Analysis Configuration Requirements Extension Requirements Data Import Requirements Specs Training on the configured system. Last check with PMs if everything OK. Training for Accounting, Sales, . . . Fix Issues, clarify processes Legcy Data Import Go-Live The Go-Live Condition: • All #1 prios need to be OK in order to go-live Go-Live "Hand-Holding" Fix Issues, clarify processes • 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 Week 1 Support (Contract) Week 2 ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 40

End Frank Bergmann frank. bergmann@project-open. com www. project-open. com ã ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 41