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The strategy gap lavaraging thechnology to execute winning strategies - Goveney M.

Goveney M. The strategy gap lavaraging thechnology to execute winning strategies - Wiley & sons , 2003. - 242 p.
ISBN 0-471-21450-7
Download (direct link): thestrategygapleveraging2003.pdf
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Implementing a Corporate Performance Management Solution
PROJECT PLANNING Avoiding Project Failure
Before considering any software solution, carefully plan the project. Many times issues unrelated to software are the cause of implementation failures. In most cases these failures could have been avoided had the project been managed correctly. During a series of courses held by the American Management Association on using technology to implement planning, budgeting, and reporting solutions, participants cited seven conditions as the major causes of project failure.
1. Insufficient cooperation. Differing priorities and internal politics can play a part in starving the project of the right resources or in removal of support when it is most needed. Withholding information is a related form of opposition, which can result in organizational members not getting involved or not fully understanding their roles. All CPM systems are enterprise-wide and require the full cooperation and support of management to be successful.
2. Solving the wrong problems. For example, to shorten the reporting cycle, an organization may implement an automated reporting and distribution system. If the data are never available on time, however, the organization has not solved the right problem. All CPM systems must be targeted at solving the real problems. When building a CPM road map, it is essential to clearly identify the real problems.
3. Not having the right skills. Implementing CPM systems requires cross-functional expertise on processes, information technology, and business needs. If any one of these is missing, that lack of skill will jeopardize the success of the project.
4. Lack of the right tools. In terms of CPM, this lack means not having the right software and technology infrastructure. Building a budgeting solution using just spreadsheets or older discrete solutions may work well enough for a few users submitting budgets but will fail when stretching it to implement a CPM solution across an enterprise.
5. Not anticipating and managing changes or add-on issues. Management systems are complex due to the depth and breadth of detail involved. Therefore, changes will arise. Implementations
The Strategy Gap
from both a technology and a project management view must accommodate change accordingly. When change occurs, it is vital to consider, understand, and manage the add-on effect of that change. When not actively managed, change can result in a loss of focus and a solution that does not solve the original problem.
6. Working with wrong assumptions. In large projects, particularly those that span organizational functions, those involved or affected may not know fully the objective or scope of the project. This lack of knowledge or assumed knowledge can cause major problems because individual expectations may not be met. Decisions could be made without knowing the impact it will have on others and on the overall implementation. Failure to clarify assumptions can result in organizational confusion and distrust in those managing the project, both of which will impact the project’s likelihood of success.
7. Tackling too large a project. By their nature, CPM systems impact most parts of the organization. Trying to implement CPM using the “big bang” approach will result in failure; implementation will take too long and is unlikely to meet management’s expectations. The longer a project takes, the more likely the organization is to lose interest. Delivering too much new functionality to users at one time also can be frustrating for them. Implementing CPM is best tackled in small phases. Each phase delivers quick, visible benefits to the organization and encourages further developments. It also allows users to become comfortable with the new system a little at a time. Even if an anticipated business benefit fails to develop, the phased approach means that little time and resources will have been wasted. Treating CPM implementation as a series of smaller projects enables critical issues to be addressed sooner and allows the organization to adjust priorities and deliver real business benefits throughout the entire process.
Creating a CPM Development Team
The team that drives the CPM development initiative is key to its successful implementation. Chapter 7 described the team responsible for formulating the CPM road map. This team may need to be extended, or a new team created, when it is time to develop the solution. The CPM development team needs to have members that can carry out the roles shown in Exhibit 9.1.
Implementing a Corporate Performance Management Solution
Exhibit 9.1 CPM development team roles and responsibilities.
Roles Responsibilities
Project Sponsor Ensures that the project manager receives the necessary resources Verifies that the project stays on course Reports progress to senior management
Project Manager Organizes all implementation resources Reports on actual and forecasted progress to the CPM implementation team Reports issues that threaten the project's success Ensures that project deliverables are completed on time and at an acceptable level of quality Acts as a liaison between departments affected by the new system Organizes the transfer of the completed system from the development environment to the production environment Organizes training
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