Software selection and implementation in the real world

Software Selection &
Implementation In The Real
World

Nigel Drewek
14th October 2009

Agenda
Overview of Case Study

Project Management & Standards

Requirements

Identifying Vendors & Implementing Partners

Final Selection

Implementation

Post Implementation

Software Selection & Implementation In The Real World

Philosophy & Approach
•Key Words & Phrases
•Pragmatic
•Adequate
•Fit for purpose
•Openness for change
•Value for money
•Easy to use
•Use all technologies


Case Study
Global industrial giant - UK procurement centre
Key business steel & auto production
New ERP solution to replace existing solutions
Focus - sourcing & shipping items to Asian
manufacturing plants
Existing solutions run in-house
New ERP solution focussed on “best practice”
Significant pressure on project costs & TCO


Agenda


Requirements


Final Selection

Implementation

Post Implementation


Methodologies and standards are useful!

Take a standard methodology and adapt it

Ensure good stakeholder management

Regular, formal meetings are necessary

Project documentation repository essential


Client used simple methodology & documentation
Project Charter (PID)
Issues list
Risks list
Detailed project plan in MS-Project

Key stakeholders formed Steering Committee
Project team ran the project
Formal monthly meetings
Simple document repository adopted


Agenda
Requirements
Analysing the “As-is”
Creating the “To-be”
Creating the RFP

Final Selection
Implementation
Post Implementation

As-is Analysis
Review available documentation
check for accuracy and completeness

Check documentation reflects current situation

Create high level “As-is” process documentation
if not available

Review with the business and process owners


As-is Analysis

Very little documentation available

Created “As-is” process flows

Documentation created with “Visio”, “Word” and
“Powerpoint”

Validated all “As-is” documentation with
management


To-be Analysis
Extensive review of “As-is” situation

Review business plan for next 5 years

Create full process charts to support “To-be”

Validate “To-be” at all levels of the organisation

Sign-off from the “Project Board”

Commit to review when new solution chosen


To-be Analysis
Detailed analysis of “As-is” with all concerned
Identification of issues with current solution
Moving to “best practice” in new solution

Review of business plan for next 5 years
Identification of new core process

Development of detailed “To-be” documentation
Visio, Word, Powerpoint

Review and enhancement
Committed to review & enhance when new ERP chosen


Creating the RFP
Define criteria to be assessed
Include “obvious” criteria – assume nothing
Define a set of knock-out criteria
Define specific criteria that are relevant to your core
business
Don’t include subjective criteria

Include questions about status of vendor and
implementing partner
Define scoring mechanism


Creating the RFP


Agenda
Requirements
Creating and refining the vendor list
Creating the short list
Vendor presentations

Final Selection
Implementation
Post Implementation

Vendor & implementor selection
Information is available from many sources
Independent industry-standard analyses (e.g. Gartner)
Events & Shows, Internet

Research full information about implementing
partner
Experience with product
Support offering and cost

Check with vendor
Relationship with implementing partner
Support if implementing partner ceases trading


Initial short-list of 10 vendors comprising
4 Major global players
5 Minor global players
1 Unknown!

Initial knock-out criteria applied
4 Major global players
1 Minor global player
1 Unknown

RFP sent to the vendors


Analyse responses in detail
Refine scoring mechanism
Check for any knock-out criteria
Calculate results

Review quality of additional materials

Consider impact of any need for development


Self elimination by one vendor
One vendor sent a full documentation and
mostly answered RFP “refer to doc…”!
Most vendors rated themselves very highly
Eventually short list reduced to 3
2 global players
1 unknown

Final 3 invited to make tailored presentations of
their solution


Arrange half day presentations from vendors
Identify scenarios for presentation
Work with vendors/implementing partners to prepare
presentations

Presentation format
Short information about vendor
Short information about implementing partner
Detailed presentation of product


Half day presentations arranged for the 3
vendors


Agenda
Requirements
Identifying Vendors & Implementing partners
Final selection
Calculating TCO
Defining the new environment
“Cloud computing”

Implementation
Post implementation

Calculating TCO
Consider all aspects in calculating TCO
Cost of software
Annual maintenance costs
Cost of infrastructure
Personnel costs
Implementation costs
Costs to stay with current solution

Soft factors
Retention of staff
Efficiency / Time saving


Infrastructure Review (TCO)
Open minded review of existing infrastructure

Hardware considerations

Operating Systems

Staff

Disaster recovery plan

Is running a computer centre part of our core
competence?


Infrastructure Review (TCO)
Options

Status Quo
Implement new solution in existing environment

Partial Change
Implement new solution in remote hosted environment

BIG BANG!
Explore the possibility of using “Cloud” approach to all
applications
ERP
Office applications & Mail


The “Cloud”
Exploding the “Cloud Computing Myth”


The “Cloud” approach
Disadvantages
Some loss of Control
Perceived security issues
Reliance on Internet performance

Advantages
Minimal IT infrastructure required
Access from anywhere with Internet
Cost & efficiency
Frees room space
Enterprise performance
Business continuity
It’s greener!

The “Cloud”

Decision to take the “Cloud” approach for all
applications
Implementation project for Office and e-mail started
immediately


Final Selection
Consider all the materials
Closeness of match to requirements
Minimal bespoke

TCO
Impact on infrastructure environment
Vendor & implementor information
Soft factors


Final Selection
Full Assessment of all information
2 very strong contenders
Detailed negotiation & analysis
Final decision for the “Unknown”!!


Agenda
Requirements
Final Selection
Implementation
Preparation
Data Migration
Testing, User Acceptance Testing
Live
Post Implementation


Implementation - Preparation

Good planning is the key

Don’t underestimate time scale

Ideal live date beginning of Accounting Year

Ensure buy-in at all levels

Back-fill where possible

Plan a launch event


Implementation – Data Migration

Less is best

Restrict to Master data & Open items where
possible

Consider Data Warehouse for legacy data


Implementation – Testing, UAT

Designate individual responsibility

Plan training for UAT team

Prepare Test Scripts early on

Execute Test Scripts even in early testing

Refresh test system before UAT iterations

Ensure Audit requirements satisfied


Implementation – Live

Go live decision from highest level team

Ensure sufficient time for training and
documentation

Leave plenty of time for contingencies


Post Implementation
Ensure teams in-place before go-live
Internal
External
Ensure processes described to users before go
live
First month-end health check with implementing
partner


Timeline


Summary
Prepare & Document
Challenge your pre-conceived ideas
Be prepared to use latest technologies
Use experts where internal skills are lacking
Allow sufficient time
Always follow a process
Ensure stakeholders buy-in and support
Enjoy your project!


Software Selection & Implementation In
The Real World

Thank you !

Software selection and implementation in the real world

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