Agri business systems - training introduction (j-curve) - new
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Agri business systems - training introduction (j-curve) - new
- 2. WHY ?: INTEGRATE + Integration of processes CENTRALISE + Centralised Information STANDARDIZE + Standardize procedures SPEED + Speed up processes CONTROL + Better control / reporting
- 3. Project Management Sound Project Management
- 4. Project Management Executives Appoint a Business Leaders Project Functional Experts Manager Technical people Go Live! Admin & support
- 6. Project Management Senior Management Involvement
- 7. Project Management Communication Scope Staff Progress Milestones Success Issues Objectives
- 8. Project Management Plan Roles & Responsibilities Training Testing Project Plan
- 9. Planning Outcome Save Time & Dollars Here Invest some time here Time
- 10. Project Management Document issues processes
- 11. Project Management TEST THOUROUGHLY!! Processes & outcomes Inputs & outputs
- 12. Project Responsibilities Agribusiness Systems Provide training Provide set-up assistance Client Schedule training resources (and attend) Set-up the system Get familiar with the system Use the system
- 13. Project Management The J-Curve What we expect (Desired Outcome) What we get Outcome Valley of Despair Time
- 14. The J-Curve We Expect things to improve straight away. BUT - Things get worse – why?? oWe have upset the system!! oWe have introduced change oWe have old behaviours mixed with new
- 15. Project Management How to manage it? •Know about the J-curve •Keep your eye on the prize!! •Implement sound project management principles •Keep refining •Chip away at the issues
- 16. Sound Project Management 1. Senior Management Involvement 2. Appoint a project manager 3. Communicate – scope / progress 4. Plan 5. Document - issues / processes 6. TEST THOUROUGHLY!! – processes & outcomes
- 17. Project Management Types of organisations & project managers Functional Weak Matrix Strong Matrix Project assistant Project co-ordinator Project manager (full management of (no management of resources) (some management of resources) resources)
Notas del editor
- Devils Triangle – Software / CMS & the Client all have to come together in harmony.
- ERP Software vs. Business Discipline: Which Provides the Real Benefit? Examples of large companies using MYOB – great example of discipline.deeper, more robust, and more flexible, which are generally considered good things. However, this flexibility and rich functionality comes at a price; implementation project team members and employees can tailor the software to handle even the simplest task in a number of different ways, which can lead to the very inconsistencies and broken processes that ERP systems are intended to fix.
- Put your own stamp on it. - Own your own implementation. Regardless of your system integrator or software vendor, you are ultimately responsible for success and failure on your projects! The best system and business consultants may well save you in the end — but don’t count on it.There’s often a strong temptation to align specific views with certain disciplinesor areas of expertise. Perhaps most obviously, the business and functional viewsmight be lumped into business concerns, whereas the technical view might be seen as an “IT” thing and the implementation view as a “project management” thing. Avoid creating these silos and instead remember that a successfulimplementation depends on the company and its partners working well together. Break down the walls, build teams that cross boundaries, and give all teams a distinct voice in the overall implementation. The results should speak for them-selves.
- Executive buy-in and support is critical. Expectations need to be managed up front.There will be significant business decisions and executives need to be involved to help make these important decisions. Sometimes politics gets in the way of a good project. Executives often need to be the ones to resolve such issuesProjects also require heavy involvement from internal employees. Who can make these resources available to the project?
- Change Management“One of the most formidable challenges an organization faces when implementing new technology is simply getting employees to use these tools and the new processes they support. Senior management budgets development costs and software training, but typically under-invests in the change management efforts needed to turn technology into the strategic transformation the business expects.”Barbara Kivowitz (
- Its all about PROCESSES. Understanding (!!), documenting, communicating and training on the business processes being automated using an ERP is the key to success. Be aware that training can focus on the mechanics of using the system. The challenge is to translate processes to automate and produce the results (this can take time & effort…….).One of the major causes of project failures is poor planning. Actually, I am being kind. Most of the time the problem is due to no planning! The team simply tries to "wing it," to do the work without doing any planning at all. As I have explained earlier in this chapter, many of us are task-oriented, and we see planning as a waste of time, so we would rather just get on with the work. As we will see when we turn to controlling the project, failing to develop a plan means that there can be no actual control of the project. We are just kidding ourselves.
- “The importance of proper planning in preventing failed IT projects cannot be overstated. Steps taken early in the project can have a profound impact on downstream success or failure. “ - Michael Krigsman (IT Project Failures blog)
- Write things down so you don’t forget & can come back to things1. If it is not documented, it doesn't exist. As long as information is retained in someone's head, it is vulnerable to loss. - Louis Fried, 1992
- Data quality requires discipline & process. “Systems are dumb”, they only do what we tell them to do! Play to there strengths, know there weakness.Familiarize yourself with the system (learning how the system works is more that sitting through the training).Understand inputs/outputsUnderstand control points. Which reports / screens processes help manage the business processes / who is going to run those reports.
- Devils Triangle!! It is your system / your data!