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The Revere Group - Lawson Solution

The Revere Group - Lawson Solution. Purpose. Title: Audience: By: Purpose:. Project Management & Implementation Methodology DePaul University IS560 Jon Nace Principal The Revere Group Enterprise Applications Solution Center Deerfield Office

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The Revere Group - Lawson Solution

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  1. The Revere Group - Lawson Solution Lawson Overview

  2. Purpose Title: Audience: By: Purpose: Project Management & Implementation Methodology DePaul University IS560 Jon Nace Principal The Revere Group Enterprise Applications Solution Center Deerfield Office A high-level overview of The Revere Group’s project management and implementation methodologies. Lawson Overview

  3. Mid-tier ERP clients Robust modules (Financials, HR/Payroll, Procurement, Supply Chain) Partnership with Siebel for CRM Rebundled Hyperion tools for data mining Rapid implementation (<12 months) Market Segments Healthcare Retail Professional Services E-business (everything not included above) Lawson / The Revere Group Market Position Market Position: Lawson Overview

  4. Lawson Software Resell hardware and third party software Provide client education classes Provide Lawson specific consultant expertise Lawson Product / Service Mix Product/ Service Mix: Lawson Overview

  5. Lawson Enterprise Consulting Partner (ECP) Project Management Implementations (Financials, HR/PR, Procurement, Supply Chain) Upgrades Platform migrations (AS400 to Unix, Unix to NT, etc.) Financial transformation (enhancing production Lawson systems) Desktop tabs, Process agents, Enterprise workflow Reporting enhancements Integration (ESSBASE, COGNOS, etc.) Analytic solutions (KPIs) Electronic distribution (broadcasting) Web-enablement (SEA, NED, eConsole) The Revere Group Lawson Product / Service Mix Product / Service Mix: Lawson Overview

  6. Revere Solution Approach • Our Consultants • Lawson Relationship • Implementation Approach “The overriding business challenge our clients face today is identifying and implementing innovative solutions in an increasingly compressed timeframe. Our clients are challenged in finding system integrators who understand the fundamentals of building project momentum and speed, while not losing focus on the complexities driven by the relationships between people, process and technology.” Lawson Overview

  7. Our Project Approach • Complexity Driver Analysis • People/Process Impact Surveys • Process Complexities and Resource Eater Analysis • Technical Complexities • On-site Work Sessions "The Discovery " Resources Deliverables Timeframes • Benefits • Realistic Project Scope • Tightly defined Project Cost • Clearly stated Resource Commitments • Timelines that can be met Scope and Approach Lawson Overview

  8. Prepare for the project Structure: Set goals, objectives and definitions Start the project Plan: Detail worksteps and resource allocations Engage resources Commence activity Execute and manage Assess Change: Evaluate and implement change requests Control: Measure progress against plans Report: Give feedback on progress to council, management, and stakeholders Close the project Conclude: Assess the project performance Managing a Project Lawson Overview

  9. Project Staffing • Properly staffing project is a key element for success • Match project timeframe with consultant availability • Match product suite with consultant skill set • Match industry with consultant experience Lawson Overview

  10. Processes, Actions and Deliverables Assess Change Control the Project Report Project Status Conclude the Project Structure the Project Plan the Project Define Strategies and Direction Define Project(s) Define Master Project Plan Develop Initial Project Charters Obtain Management Approval Initiate the Project Review and Confirm the Project Charter Review and Assess Project Baseline Develop Detailed Project Plan Obtain Management Approval Manage Scope Manage the Project Team and the Development Process Communicate Project Progress Review Final Stage Deliverables Review Stage Performance Review Final Phase Project Deliverables Review Phase Performance Evaluate Methods and Recommend Improvements Review Risks and Issues Evaluate Performance of Project Team Close Down the Project ProjectCharter ProjectPlan Project Assessments Initial Project Charter Project Status Approvals Issues Project Standards and Procedures Issue Log Project Control File Issues Project ControlFile Project ControlFile IssueLog Lawson Overview

  11. Joint project kick-off (Lawson and Revere) Project co-management and full knowledge transfer People, process and technology focus to all implementations Full-time on-site project management and project support Heavy emphasis on quality management Bi-weekly Quality Advisor series Fused implementation with Lawson professional services People Process Technology Fused Implementation Approach Lawson Overview

  12. T o : F r o m : Issues R e : Project Control Project Issue Log Communications • Progress/Workplan • Risk/Probability • Economics • Scope • Quality • Workpapers • Project Status: • Economics • Risk/Probability • Progress • Detail Workplan Approvals Project Work papers Project Methodology Knowledge Base Lawson Project Practice Sets Web-Deployed KBase LPPS Web Lawson Overview

  13. People –What impacts will the new system have on users? (change management) Process –What business processes will change to maximize efficiency delivered by software? Technology –What technical steps need to occur to move from legacy system to new system? Project Methodology Components Lawson Overview

  14. How can we minimize cost and time? Gap analysis delivered functionality to requirements Do processes need to be reengineered? Must delivered software be customized? What history must be converted? What third party interfaces must be built? Understand reporting requirements Assess change management needs XLR8 Methodology Lawson Overview

  15. Goals and objectives Tasks to produce the results Personnel resource assignments Plans for: Risks Issues Why Plan a Project? Establish a baseline to manage and control a project in terms of: Also: • Budget • Quality • Knowledge Coordination Lawson Overview

  16. Project Charter Project Plan Issue Management - Issues Documented - Resolution by Core Team or TAG - Out-of-Scope are Priced and Presented to Steering Comm - Sets Scope - Sets Issue Management Approach - Sets Activity Schedules - Defines In-Scope Activities Project Control Activities • Project Management • Issue Management • Scope Management • Change Management • Risk Management • Economics Management • Quality Management Lawson Overview

  17. Project Charter Scope Management Document Work Breakdown Structure Red Yellow Green Progress Chart Issues Log Economics Tracking Spreadsheet Status Report Project Meetings (formal and informal) Quality Advisor Series Project Management Tools Lawson Overview

  18. Project Charter Project Plan Issue Management - Issues Documented - Resolution by Core Team or TAG - Out-of-Scope are Priced and Presented to Steering Comm - Sets Scope - Sets Issue Management Approach - Sets Activity Schedules - Defines In-Scope Activities Project Charter • Status Reporting • Workplan Dev. and Tracking Standards • Repository of Best Practices • Quality Plan • Project Closure • Communications Plan • Organizational Plan • Issues Manag./Control Log • Risk Management/Control Log • Scope Management Plan Lawson Overview

  19. Project Charter Project Plan Issue Management - Issues Documented - Resolution by Core Team or TAG - Out-of-Scope are Priced and Presented to Steering Comm - Sets Scope - Sets Issue Management Approach - Sets Activity Schedules - Defines In-Scope Activities Work Breakdown Structure Phase 1 - Planning Phase 2 - Design Phase 3 - Development & Testing Phase 4-End-User Training Phase 5 - Implementation Lawson Overview

  20. Gap Assessment (Current State Analysis to Future State Design) Project Charter Detailed Implementation Workplan (Work Breakdown Structure) High Level Project Milestones Planning Lawson Overview

  21. Paper Build (system design) Report Crosswalk (current reports to standard Lawson reports) Develop conversion parameters Develop interface parameters High Level Project Milestones Design Lawson Overview

  22. System Build Write Financial Reports Security Level Build Build conversion tables Build interface tables Conference Room Pilot (CRP) CRP Issues Log and Resolution Data Conversion Test Results Interface Test Results Volume / Stress Test Results Parallel Test Results High Level Project Milestones Development & Testing Lawson Overview

  23. Functional Policies and Procedures Technical Policies and Procedures (job streams, backup and recovery, printer queues, batch job submission, etc.) End User Training High Level Project Milestones End User Training Lawson Overview

  24. User Acceptance Testing Go-Live Conversion (Cutover) Plan Readiness Assessment GO-LIVE High Level Project Milestones Implementation Lawson Overview

  25. Project Charter Project Plan Issue Management - Issues Documented - Resolution by Core Team or TAG - Out-of-Scope are Priced and Presented to Steering Comm - Sets Scope - Sets Issue Management Approach - Sets Activity Schedules - Defines In-Scope Activities Issue Management • A formally defined matter which may impede project progress and about which no agreement has yet been reached. • In-scope issues are resolved by core team or TAG team. • Out-of-scope issues are resolved by Steering Committee. Lawson Overview

  26. Are issues being surfaced? Are issues being assigned to appropriate personsfor resolution? Do all accepted issues have a reasonable resolutiondue date? Are any resolution due dates about to be missed? Are there any concerns with implementing the approved resolutions? Are there any issues you need to raise now before they become a barrier? Control of Issues Lawson Overview

  27. Ongoing Processes in the Project Duration Processes T o : F r o m : Processes Issues R e : Issue Project Project • Assess Change Log Standards Communications and Procedures • Control the Project • Report Project Status Approvals Project Status Project Project Assessments Control File PM-184F Lawson Overview

  28. Scope Management Scope management consists of paying rigorous attention to the 5 dimensions of scope throughout the project’s life cycle. “Scope creep” happens when one or more of these dimensions change and affect the project. • Logical • Financial • Temporal • Deliverable • Organizational Lawson Overview

  29. What Is Change? Addition, deletion, or modification of: • Scope—temporal, financial, deliverable, logical, organizational • Project Charter Contents—assumptions, management approaches, project organization, plan summaries, related projects, investment analysis • Project Charter Addendum - impact on budget, timeframes or resource requirements Lawson Overview

  30. Inform sponsor and users Communicate to management Inform team members Communicate changes, issues Stimulate interest and involvement Share the good news, as well as bad WHY Report Project Status? Why Ask Why? Lawson Overview

  31. Standardize as much as possible Balance peer requests for information Use automated tools whenever possible Focus on identifying and resolving issues behind the numbers Anticipate sponsor reactions and questions Considerations in Reporting Lawson Overview

  32. Responsible Party Report Timing End Users Content Status Report / Progress Chart Individual Status Reports Exception Reports Stage Summary Project Completion/Conclusion Approval Weekly Monthly Weekly As Needed End of Stage End of Project Project Sponsor Steering Committee Senior Management Project Manager Project Sponsor Steering Committee Senior Management Project Sponsor Project Sponsor Steering Committee Senior Management Summary of activities Summarize all aspects of project activity Summary of weekly activity Relevant status, trigger, probable impact, potential solutions Recap of events Reasons for ending project Frequency and Formatting for Project Status Reports Lawson Overview

  33. Role of Quality Advisor • Risk Management • Economics Management • Quality Management Lawson Overview

  34. Role of Quality Advisor Risk is defined as any area of concern that could prevent an engagement from achieving success. The highest risk exists during the project’s initiation. During this phase, the stage is set which, to a great extent, determines the final solution. To manage risk, we must: • Identify the Risk • Evaluate the Risk • Develop plans to Manage the Risk Lawson Overview

  35. Role of Quality Advisor A risk factor is assigned for each identified risk from two dimensions - risk severity and risk probability. Risk Management Estimate the extent of negative impact of the risk factor on the engagement. Estimate the probability that the risk factor will occur. The combination of these two aspects of the risk factor will represent its risk level. Lawson Overview

  36. Role of Quality Advisor • Effective project economic management is a daily activity. • Bi-weekly QA sessions with Project Directors • On-time and on-budget is assured when project • consumption rates are aligned daily with project • completion rates which are then gapped to the • project progress. Economics Management % of Project Dollars Consumed % of task completion % of Project Time Consumed Lawson Overview

  37. Role of Quality Advisor • Level of adherence to Revere Standards • Project Charter • Co-Management • Knowledge Base • Checks and Balances • Delivery as promised Quality Management Lawson Overview

  38. Assessment of each component Appraisals Monitoring Status Learnings Conclude the Project Conclude: Lawson Overview

  39. The final PM Stages provide powerful feedback for future projects: Lessons learned Best practices Reusable products The Future is Now . . . Conclude the Project Future Project Process Project Assessments Project Control File Lawson Overview

  40. Project process Team members Project impact To Conclude the Project Assess the performance of: Lawson Overview

  41. Estimating assumptions Effort estimates Roles and responsibilities Scheduling assumptions Resource assumptions Milestones Rework, errors, change request relationship Key Information to Assess Measure project actuals versus plan: . . . and revise them for future project plans! Lawson Overview

  42. Address business process automation but not business process improvement Remote accessibility Limited analysis of business trends Little support for managers seeking to evaluate alternative strategies Widespread implementation removes ERP in itself as a competitive differentiator Limitations of Today’s ERP Systems Lawson Overview

  43. Web enable (e-Console) Zero training - Self Evident Applications Application hosting Open Component Solutions Java Javascript / HTML Lotus Domino Microsoft / ActiveX Evolving Lawson Lawson Overview

  44. Philosophy to stick to core competencies Strategic Partnerships Siebel Customer Relationship Management Hyperion Data Mining Many others Evolving Lawson Lawson Overview

  45. Add-on Products Collaborative Commerce Suite Advanced Workflow Broadcasting System (report distribution) Resource Directory Enterprise Budgeting Value Management Solutions Analytic Suite (trending, KPIs, etc.) Financial Performance Management (Strategic Ledger) Evolving Lawson Lawson Overview

  46. The Revere Group Lawson Overview

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