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Product category: Manufacturing Information Technology systems
News Release from: Enigma Business Consultants | Subject: IT projects
Edited by the Manufacturingtalk Editorial Team on 14 August 2002

Avoiding the IT project from HellSSS

Nobody has fully understood how work is done and how it needs to be done using the new technology so the user requirements are flawed.....does it sound familiar? If so, read on!

You are under management pressure and the vendor is under sales target pressure so the project kicks-off prematurely Somehow the overall strategy that justified spending the money in the first place isn't taken forward so no one knows what you are trying to achieve

Nobody has fully understood how work is done and how it needs to be done using the new technology so the user requirements are flawed.

This lack of key information results in the Vendor trying to understand your business over a very short period so critical detail is missed.

When this is realised, you have a number of heated discussions with the Vendor, your relationship is soured and mistrust ensues.

Data cleaning and migration is overlooked or at best played down so unreliable data is entered on the new system.

Testing and training becomes compromised because there is no time left.

Despite your best efforts the cost of the solution goes up and delays are inevitable.

Cooperation and communication break down and political dalliances take over as people begin to avoid blame resulting in vital energy being draining out of the project.

You end up with a system that1s more expensive, not liked by the users and delivers more problems than your old system! and then someone asks, "Why isn't it in yet?S." OK, let me bring you back to reality, very few projects suffer all of these ills (those that do make the front page of Computer Weekly), but in my experience many suffer a number of them.

The object of this article is to present a tried and trusted approach to specifying and selecting a Service Management System and/or Mobile Data Solution.

First, it is best to start with a well thought out vision of what your new operation looks like, just a few pages that describe how you see things improving.

Some research is now necessary to gauge what technology is available and whether it can help you to achieve your vision.

Very often this research gives you the confidence to know what can be achieved and can open your mind to more improvements than you first realised.

But don't get carried away, the key here is to focus on what really matters and avoid confusing your aims as a result of the plethora of technology out there! By now you are fairly up to speed with what you want and what the rough costs are, so (dependant on your Company's CAPEX policy) you need to prepare an outline Business Case and seek Board approval, subject to a final budget submission.

With this initial hurdle over with, you can take your vision and design new processes that map out how work will be carried out using the new system.

This only needs to be high level at this stage but it is a vital step and one often missed.

Likewise, involve others; don't shut yourself in a darkened office with a copy of Visio and a cold towel around your head.

If you involve others you gain acceptance right from day one.

What the Process step does is help you to prepare a User Requirements document that outlines how work will be progressed and what core functionality you need.

This document crystallises your thinking and helps the Vendor to understand what you are trying to achieve and how they can respond.

By this time you will have to select a smallish number of Vendors to send your User Requirements to in the form of a Tender or a less formal Request For Quotation.

Be warned though, these Vendors are very busy people and if they feel you wouldn't seriously consider their offering or the lengthy response you ask for demands giving up yet another weekend, they may ONo Bid1 and you may lose the chance to consider a very worthy contender.

The by-word is KISS 'Keep it Short and Simple' by focusing on the core functionality that matters; you will have plenty of opportunity to review detail when you attend presentations and during the development of the Functional Specification during final negotiations.

I have seen many sorrowful managers wondering why the bid response is so poor or the Vendor at the top of their list refused to bid.

From the Vendor responses you can then compile a shortlist of products you would like to see.

However, before you attend any demonstrations, produce a Ranking List that lists each key requirement together with a relative weighting.

In parallel with this, I would urge you to check for further approval for CAPEX funding before proceeding.

It is so often the case that a huge amount of time is exhausted on both sides only to see the project collapse because funding cannot now be released.

Things now start to get more interesting, you attend demonstrations and site visits and generally things start to move.

It is critical that you manage these demonstrations and visits in order to get the best from them.

I would urge you to agree a 'Proof of Concept' demonstration and/or site visit, one that addresses one or more critical requirements you may have.

If your requirements are away from the standard offering yet the Vendor maintains they can do it (often cynically termed 'vapour ware') insist on a proof of concept demonstration where the Vendor is prepared to put in a bit of development time to show you how it would work.

After each site visit make sure you complete a Ranking Form whilst the demonstration is still fresh in your memory, I often advise clients to attend morning demonstrations and do this in the afternoon (I have even witnessed it done in a pub!).

I1ll now assume that negotiations have taken place and you have agreed a suitable solution with sufficient protection in the contract to cover you for non-delivery, lateness etc.

This stage is also critical because it involves a strong element of trust and cooperation between you and your Vendor.

You have an outline 'map' as to how you want your new operation to work.

On the other hand, the Vendor has a software application with a certain amount of functionality that can, to some degree, be developed to meet your requirements.

It is therefore crucial that you establish an agreement as to what can be delivered and when.

This may take the format of a big bang implementation or a phased development, dependant on business needs, functionality, resource and budget.

Whichever strategy you adopt you do need to work with the Vendor to jointly develop detailed processes and procedures over the course of the development phase.

This again is often overlooked or at best half done resulting in a misinterpretation of requirements, delays, costs and great angst! Finally, agree a Terms of Reference for the project implementation, including agreed objectives, deliverables, timings, roles and responsibilities.

Ah yes, implementation; did I tell you that more than 33% of IT Projects fail due to poor Project ManagementSS Michael Jones is the Managing Director of Enigma Business Consultants Limited, who specialise in helping clients to select and implement IT systems.

Michael has many years experience in helping organisations get the best from their IT systems.

You can contact him on +44(0) 1844 210961 or email mjones@enigmaconsultants.com, alternatively visit Enigma1s website at www.enigmaconsultants.com.

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