InEight Professional Services Approach to Project Success Mia Nicolaisen, VP Solutions Delivery, InEight
Rick Deans, VP Enterprise Strategy, InEight
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WELCOME!
Approach to Project Success
Mia Nicolaisen, VP Solutions Delivery
Rick Deans, VP Enterprise Strategy
ineight.com
InEight Professional Services
Support &
Optimization
Enterprise Strategy
Se
rvic
e
Sc
en
ari
os
Change Management &
Training
Solution Delivery
• Customer Support
• Optimization Strategy
Optimize
• Business Enablement
• Transition Management
Transform
• Business Process Design
• Solution Deployment
• Implementation Management
Realize
• Solution Positioning
• Assessment and Scoping
• Governance
Innovate
Continuous
Improvement
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InEight Professional Services
Project Success
Governance
Project Methodology
Team Empowerment
Managed
Transformation
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Implementation Best Practices
How do the tenets InEight’s professional services stack up
against the industry implementation best practice?
• Executive sponsorship
• Engaged project management
• Team strength
• Effective management of change
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Best Practice Statement Rankings*
Statement 1:
Executive management should support the ERP
project.
*
Source: ERP Software Implementation Best Practices, Frantz, Southerland and Johnson;
https://net.educause.edu/ir/library/pdf/eqm0246.pdf
4.9
0
1
2
3
4
5
Ranking
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Best Practice Statement Rankings* Statement 4:
A project manager should be assigned full-time
to the implementation.
*Source: ERP Software Implementation Best Practices, Frantz, Southerland and Johnson;
https://net.educause.edu/ir/library/pdf/eqm0246.pdf
4.64
0
1
2
3
4
5
Ranking
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Best Practice Statement Rankings*
Statement 3:
The project team composition should represent
all functional areas where the software will be
implemented.
*Source: ERP Software Implementation Best Practices, Frantz, Southerland and Johnson;
https://net.educause.edu/ir/library/pdf/eqm0246.pdf
4.73
0
1
2
3
4
5
Ranking
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Best Practice Statement Rankings*
Statement 2:
Executive management should be cognizant
about the company's ability to adapt to
organizational changes.
*Source: ERP Software Implementation Best Practices, Frantz, Southerland and Johnson;
https://net.educause.edu/ir/library/pdf/eqm0246.pdf
4.66
0
1
2
3
4
5
Ranking
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InEight Professional Services
Project Success
Governance
Project Methodology
Team Empowerment
Managed
Transformation
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Governance
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Governance
Quality
Deployment /
Cutover
Technology
Executive / Board Sponsorship
Steering Committee
Key Roles
Level 2: Leadership
Weekly Reviews
Level 1: Execution
Weekly/Daily Reviews Client
InEight
Legend:
Level 4:Vision Quarterly Reviews
Level 3: Guidance Monthly Update
OCM
Project Management Office
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Quality Assurance
Objectives Met?
Standards Followed?
Lessons Learned (CI)
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InEight Professional Services
Project Success
Governance
Project Methodology
Team Empowerment
Managed
Transformation
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Project Methodology Objectives
Defining Success
High Visibility
Controlled Costs
High Predictability
Low Risk
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Project Controls
Save time and money
and achieve predicted
results
Manage project risk,
avoid common mistakes
Align project objectives
with business objectives
EXECUTE
MONITOR
CONTROL
Roles & Responsibilities
Governance
Scope Management
Issues Management
Organizational Change
Management
Communication Matrix
Budget Management
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InEight Professional Services
Project Success
Governance
Project Methodology
Team Empowerment
Managed
Transformation
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Decision Making Model WHO? WHAT? ( TYPES OF DECISIONS )
• Alignment of business and project objectives
• Program funding and scope approval
• Corporate strategy and policy changes
• Approve “grid locked” decisions
Level 4
Executive Committee
• Budget, Schedule and Quality
• Project business case, budget and schedule signoff
• Escalation decisions for open items
Level 3 Project Directors
• Execute, monitor and control
• Quality review and deliverable sign-off
• Scope and issue management
Level 2 Project Management
• Solution and business requirements
• Identify and gather business requirements
• Adherence to best practice process standardizations
Level 1 Implementation Team / Functional Champions
20%
2%
8%
Decision-Making Empowerment at the Project Team Level
70%
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The Importance of Functional Champions
“Your team members should be able
to knowledgeably and authoritatively
address the key functional areas of
your company.” *
*Source: CFMA Building Profits: Software Implementation Best Practices. Lawrence C. True &
Kurn M. Koenig
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The Importance of Functional Champions
“Operations and accounting
personnel will have to work
together – a novel concept in
many companies.” *
*Source: CFMA Building Profits: Software Implementation Best Practices.
Lawrence C. True & Kurn M. Koenig
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InEight Professional Services
Project Success
Governance
Project Methodology
Team Empowerment
Managed
Transformation
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Business Transformation
Business Transformation is not an event;
rather it’s a process.
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Organizational Change Management (OCM)
“Over 53% of implementing
organizations assess their ability to
deal with change as fairly poor or
very poor.
In addition, 47% say communication
between management and
employees is poor.” *
*Source: http://www.zdnet.com/blog/projectfailures/erp-failure-new-research-and-statistics/8253
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Organizational Change Management
Alignment: Understand a common definition of the goals and expectations
– Leaders, project team, end users, external business partners
Impacts: Understand how the changes impact various groups (stakeholders)
Communication: Inform through various channels and provide feedback for
checks for understanding
Education: Enable through training, knowledge transfer
Effective Organizational Change Management is even more critical in out-of-the box
implementations, where people have fewer choices about what is being implemented.
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OCM Activities Activity Performance InEight Services
Leadership Support & Expectation Management
• Assess & manage • Templates and orientation • Facilitate of select sessions
Organizational Readiness • Conduct assessments & update action plans
• Templates and orientation • Coach assessments
Stakeholder Identification / Analysis
• Conduct analysis • Facilitate sessions • Coach on results
Impact Mapping and Transition Planning
• Provide knowledge • Map process impacts
• Drafts of impact maps • Facilitation of select sessions
Communications Activities • Develop specific plan
• Craft messages • All delivery
• Prepare & manage communications
plan • Assist in crafting communications
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Questions?