Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Lesson Learned Report

16 238 vues

Publié le

Post Implementation Review - Questionnaire

Publié dans : Business, Technologie
  • Login to see the comments

Lesson Learned Report

  1. 1. Lesson Learned Report Post Implementation Review - Questionnaire Anand Subramaniam
  2. 2. “Norms are things that are always perceived, but never achieved.” - Phillip A. Trella 2
  3. 3. Highlights  Scope  Approach  Business Case  Implementation Drivers  Risk  Value  Result  Measures  ERP  Governance / Stewardship 3
  4. 4. Scope  Please describe the business functions and organisations involved in this project?  What was the planned duration of the project?  What was the actual duration?  What was your organisation's role and level of involvement?  What is the original project cost (in dollars)?  What was the total cost at completion?  Which core business processes were targeted for improvement?  Were external resources (consultants) used? If yes, please specify their role?  Did you leverage your existing technology or did you procure a new system?  Was the project team a cross functional team? 4
  5. 5. Business Case Drivers  What were the internal business drivers (eg. cost reduction, performance improvement)?  What were the external business drivers (eg. regulatory reasons, market pressure) for change?  What were the desired outcomes/goals)?  What were the financial and non-financial goals?  Was a business case (financial and non-financial) developed?  What was your ROI and Pay-back time according to the business case?  Were there rapid improvement opportunities that would have shortened the payback period? 5
  6. 6. Value  How did you distinguish "must-have" features of COTS (Commercial, off-the- shelf) from the "nice-to-have"?  Which improvements had greatest impact?  Did vendors influence your project spending decisions?  What were the top three cost drivers? 6
  7. 7. Measures  Did the project have intermediate goals / evaluation points at which decisions could be made to stop further effort?  How were metrics used in your decision making process?  Were performance metrics tied to the user requirements? If yes, how did you measure your progress?  What were the Critical Success Factors?  How was performance reported to the leadership team / sponsors?  Was Balanced Score card used for reporting?  What were the key measures of performance? 7
  8. 8. Governance / Stewardship  Were customers/stakeholders involved in developing the new processes?  Who was (were) the sponsor (s)? Please state their position (s).  Were executive sponsors involved (CEO,CFO, COO)? How?  Were key executives committed to the project from the beginning?  Were user forums established to support continuous user awareness during transition?  Was a steering committee established? If yes, please explain their role?  Were corporate process owners identified? If yes, did they have the proper authority? 8
  9. 9. Governance / Stewardship (Contd.)  Did organisational policies and regulations require updating as a result of new processes?  Was the project led by technical, functional, or management staff?  Did you use an industry standard Project Management methodologies (EVM,PMBOK, Prince 2, others)?  Are you Project Managers certified?  Does your organisation follow any of the industry standard process improvement techniques (Six Sigma, Lean Six Sigma, TQM)? 9
  10. 10. Approach (Benchmarking)  Was the initiative based on an organisation strategic plan or a reactive plan based on lack of systems / operations functionalities?  Were in-house solutions considered? If yes, what was the outcome?  Were alternative solutions considered?  How were user requirements collected to support building the implementation plan?  Did you use industry benchmarks?  Was a benchmark initiative conducted based on best business practices?  What were the most significant assumptions going into the project? 10
  11. 11. Approach (Enterprise Architecture)  Did you have a documented Enterprise Architecture (EA)?  Was existing infrastructure used to support change project?  What method or framework was used to develop your EA? 11
  12. 12. Approach (Reference Models)  Were scenarios or reference models developed to facilitate selecting the vendor or modules?  Were the scenarios designed, tested and evaluated prior to implementing the solution? 12
  13. 13. Approach (Change Management)  Was radical change necessary?, If yes, in what areas (People, Process Technology)?  Were alternatives / work around considered?  Were key component of change management defined prior to project kick-off? If yes, at what level was change management introduced into the project?  Were there employee impact assessment done prior to initiation of the project? How were they handled?  How much of total project cost was spent on change management? (training, communications, etc)  What change management tools and techniques did you use?  Was the soft cost for change management planned into the budget? 13
  14. 14. Implementation  Were all planned process changes fully implemented?  Were new processes disruptive to business operations?  How did you reduce the impact of process change?  Was an issue resolution process defined and used?  What were the key processes that helped or hindered the implementation?  Was a Center of Excellence (CoE) or competency center established? (Knowledge Repository?)  Was there a pilot?  Was the pilot successful?  Was any new technology or software used? 14
  15. 15. Risk  Was risk sufficiently evaluated before undertaking the change project?  What were some of the known risks?  Was a risk mitigation strategy developed?  What elements of the mitigation strategy were implemented?  What were some of the unanticipated risks?  How were unanticipated risks handled?  Was consideration given to a modular approach to reduce risk? 15
  16. 16. Result  Were desired improvements achieved?  Was sufficient value created by new processes to justify the effort and cost?  What were some (examples) of the tangible financial impacts of your change efforts?  Could similar benefits have been achieved for less cost?  What additional challenges were encountered? 16
  17. 17. ERP  What was the rationale for selecting ERP versus other COTS solutions?  What processes were targeted for improvement by ERP?  Was the desired process designed prior to implementation efforts?  Was process modeling used?  How many existing systems did the ERP replace?  Was a systems integrator (SI) used?  Were scenarios developed to facilitate selecting the vendor or modules?  How much of the COTS solution was used “out of the box”?  What was the implementation plan? (Big bang, phased?)  How many vendors were used? What type?  Was unexpected customisation required?  How many modifications were required?  How much did customisation cost? 17
  18. 18. ERP (Contd.)  Who could authorise customisations?  How were legacy systems retired?  Who could authorise customisations?  Was the ERP software solution chosen by the SI or by the sponsor?  Were multiple COTS solutions used during this change project?  Were any non-essential features included in COTS product?  What ERP implementation methodology was used? (software vendor, yours, industry standard Project Management methodologies, systems integrator?)  What was your strategy for testing the ERP implementation?  Were reference models used during blueprinting? (As~Is and To~Be)  How would you rate the COTS product(s) for quality, performance, ease of use, functionality, etc.?  Did systems integrator perform to your expectations? 18
  19. 19. “When you get right down to it, one of the most important tasks of a leader is to eliminate his people's excuse for failure.” - Robert Townsend 19
  20. 20. Good Luck http://www.linkedin.com/in/anandsubramaniam 20