]project-open[ Roll Out Plan

]po[ Rollout MethodologyFrank [email protected]

(cc) Except where otherwise noted, content on this slide is licensed under a Creative Commons Attribution 3.0 License

]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


ProjectOverview


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


]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


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


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


]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.


]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..


]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.


Process Map


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 ]project-open[ and that are available for implementation.

The implementation of processes can be grouped in “phases” for reducing risk and improving user acceptance.


Consulting/PM Process Map

1. Project Portfolio TrackingThis is the most basic information to keep in ]project-open[. It will serve as a base for all other processes below.

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[.

2. 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.3. Project Tracking

Start with this process if your projects frequently suffer from time overruns. Use GanttProject (in the future: OpenProj) 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.

4. Project ControllingStart 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.

5. Project InvoicingStart 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.

This list of PM related processes is useful for:

• Consulting companies (general, IT, strategic, financial, …)

• Advertising agencies• Law firms• Construction

companies• …


Translation Mgmt. Process Map

1. Translation Project Portfolio Use ]po[ to maintain the list of currently open

translation projects

2. Translation Workflow Management Keep track of the translation tasks per project and their

respective status Involve freelancers to download/upload their files themselves

3. Provider Management Create Purchase Orders and Bills from ]project-open[

4. Query Management Keep track of queries and provide a history of queries to project

managers

5. Freelance Skill Management Keep track of your freelancer’s skills and improve the matching of

freelancers to projects

6. Quality Management Keep track of your freelancer’s performance

This list of PM related processes is useful for:

• Translation agencies• Internal translation

departments• Freelancers and groups

of freelancers


HR Process Map

1. Basic Employee information in the system Keeping track of current employees Integrate access and security management

2. Resource management Keep track of available resources Keep track of resources assigned to projects Identify over- and under utilization of resources

3. Skill Management Keep track of resources’ skills and skill levels Improve matching of resource skills to projects

4. Recruiting Track candidates in ]po[ Keep track of the recruiting workflow

5. Knowledge Management Keep or track critical knowledge resources in ]po[ Make knowledge resources available to the right people

This list of processes is useful

for most service companies.


ContinuityMgmt

SecurityMgmt

ProviderMgmt

CapacityMgmt (human)

ServiceDesk

ServerMonitoring

CapacityMgmt (system)

IT Services ManagementProcess Map & Rollout

ITILProcesses

Service LevelMgmt

ReleaseMgmt

IncidentMgmt

FinancialMgmt (1)1

HRMgmt

OCSInventory

TimesheetMgmt

Phase 1: Service Desk + Timesheet: This is all you need to calculate the price per service request.

Purchasing & Inventory

2

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.

FinancialMgmt (2)

SoftwareDevelopment

AdditionalProcesses

ITStrategy

ProjectMgmt

ProjectPortfolio Mgmt

3Phase 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.

Config.Mgmt

ProblemMgmt

4 Phase 4: Additional processes: These are not directly connected to the other processes and can be introduced at any time.


Data “Hygiene”


“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]


“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.


“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


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).


Detailed Project Phase

Description


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


Design Workshop


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.


HTML mockup

Functional specifications

Reutilization Concept

Data Model

Working code

Confirmation of functionality

Working system

Documentation & training material

Working extensions



HTMLMockup

Development

Prototype


Sign-off

FeatureFreeze


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.


Installed applications

Working application

Secure application

Adaptedapplication

Attractive application

Usableapplication


Master Data Import

Server Installation

GUI Configuration

Basic Configuration



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.


Successful training

Successful training

Successful trainingSysAdmin

Training

AccountantTraining



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).


Decision to go-live

Operational new system

MilestoneGo-Live

Setting Live


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.


Successful completion of the first project cycles

All users are capable of using the system

A stable and updated system

„Hand Holding“



]po[ Implementation Phases

After Go-LiveDefinition TrainingInstallation Go-Live


Design Workshop


Master Data Import

SysAdminTraining

AccountantTraining


Server Installation


Basic Configuration

MilestoneGo-Live

Setting Live

„Hand Holding“

Support Contract

Extensions



HTMLMockup

Development

(optional)

Prototype



GUI Configuration

Sign-off

Feature Freeze


Change Management

Strategies


]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


„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.


„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.


Typical Rollout (1)

Man. Dir.

SalesManager


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


Typical Rollout (2)

Man. Dir.

SalesManager



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


Typical Rollout (3)

Man. Dir.

SalesManager



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


Typical Rollout (4)

Man. Dir.

SalesManager



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


Typical Rollout (5)

Man. Dir.

SalesManager



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


Two-Week Rapid Rollout


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


End

Frank [email protected]

www.project-open.com

]project-open[ Roll Out Plan

Technology

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