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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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When a third-party software vendor is involved, the implementation success results from the partnership that is formed between the organization and the vendor. In some cases a management consultancy also may be involved, but all parties must work together for an implementation to be successful.
Implementing a Corporate Performance Management Solution
Exhibit 9.2 A CPM implementation methodology describes how vendors and clients will work together.
On Time & On Budget
Technical Support: Hardware / Platform
Each party brings special skills to the venture. The software vendor supplies software, training, and technical advice, while the organization supplies the requirements and the hardware/software infrastructure on which the solution will run. An implementation methodology describes the process by which they will work together to deliver the solution on time and within budget (see Exhibit 9.2).
Methodologies define the roles and responsibilities of the development team members and outline the necessary steps in the process. Each step has a starting point and a set of inputs that usually are derived from the output of previous steps. Each step ends with the completion of its deliverables. Exhibit 9.3 illustrates some steps and deliverables for a CPM project.
Each of these steps can be broken down into a series of activities. Appendix E provides a sample task list. A typical CPM project has at least 32 activities of which only six are related to software development. Although today’s software packages can save time in implementation, they cannot replace the remaining activities. Eliminating any of these
The Strategy Gap
Exhibit 9.3 Process steps and deliverables for a CPM project.
Step Deliverable
Project Scope: Defines the problems being experienced and the scope of a new system. Project Scope Document
Application Specification: Defines in detail exactly how the system will be put together, including how data will be gathered, processed, and reported back to users, and how the system will look and feel. Detailed Specification
Technical Design: Defines how the system will be implemented in harmony with the organization's current IT infrastructure. Technical Design Document
Development: Builds the system using the software package and writes any additional code that may be required. Draft Solution
Acceptance Testing: Tests the system thoroughly according to a predetermined plan to check that it performs as specified. Signed Acceptance Test Plan
System Rollout: Moves developed system into the production environment for access by users. Also includes end-user training, setting up a help desk, defining support procedures, and loading historic data so that the system is ready for live use. End-User / Administrator Documentation Training Materials
Live Use: System is used "live" for the first time.
Post Rollout Review: Surveys users to ensure the system meets the defined need. Project Sign-off Document
activities is risky. For example, omitting user acceptance testing may result in an unusable system when it goes online. A risk like this is not worth taking. The adage is true: Organizations never seem to be able to make the time to implement a project properly, but they always can make the time to implement it again when it goes wrong.
This book does not provide details on project planning and management techniques, topics that can fill a complete book by themselves. However, some key activities for controlling a CPM implementation are included as part of this chapter.
Implementing a Corporate Performance Management Solution
Many projects fail because there was not a well communicated and understood set of requirements at the start of the implementation. An inaccurate specification typically manifests itself during the project as a constant debate over what the project is intended to deliver. At the end of the project, the result of an inaccurate specification is a system that is unlikely to solve the original problem, will cause other issues to arise, will be considered a failure, and will need to be reimplemented at additional cost.
For a CPM application, the specification stage may take longer than any other stage. Although modern-day software solutions can be implemented in a fraction of the time of older systems, the time needed to specify requirements is not reduced. Assuming that the project scope has been accurately completed, five items will need to be specified in detail:
1. The CPM data model. Clarify what information is to be held and the associated business rules. The model is specified in terms of data stores, business dimensions, organizational structures, currencies, measures, and any calculated variables such as ratios and allocations.
2. User workflow. Determine how users will interact with the system. The user work flow describes how users will be led through the affected processes and the information they will need to complete a task.
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