Wayferry does not implement software. However, our Implementation Success Management Service helps you manage the system integrator and conduct user acceptance tests. This helps ensure a successful launch of the new software.
Implementation success management
The success management consultant represents your interests on the implementation project team and transfers the knowledge gathered during selection to the system integrator employees. This person is usually the lead consultant from the software selection, but in larger projects there may be several consultants involved. If desired, this person can play the role of your project manager.
Reduce implementation risks. No software is perfect. The evaluation identifies all areas where the selected product does not adequately meet requirements. The system integrator project manager can then proactively allocate extra resources early on to prevent these areas from causing implementation delays and business disruption on going live.
Reduce decision latency. Decision latency is the time taken to get project decisions made, and is a primary source of delays. Well written requirements that describe what is wanted, who wants it, how important it is to them and why it is wanted reduce decision latency and help keep implementation projects on schedule.
Data cleaning & migration. Accurate data in the new system is critical for a successful launch, but most system integrators offer very limited to no data migration help, rather leaving it to the software buyer. This work is more difficult than most companies realize, and poor data can undermine the success of going live into production.
Organizational change management. Managing the human side of an enterprise software implementation is absolutely critical, but all to often it is poorly handled.
User acceptance tests. These are the final set of tests done before taking a software implementation live. They start by verifying individual requirements specified on the RFP are met by the software as configured. There can be several other layers of testing which eventually conclude with a round of tests called the Conference room pilot where the users take the software through common business scenarios, e.g. purchase to pay, order to cash, hire to rehire etc. Once all the tests are passed the new software is ready to go live.
Traceability matrix. The Navigator evaluation project has an audit trail from the UAT (user acceptance test) to who wants the requirement, why they want it and how important it is to them. This is important in regulated industries.
Stage output
Go live as planned. The software will have gone live on schedule and within budget. There will have been minimal business disruption on going live.
Expectations met. Because expectations will have been aligned with what the software can deliver, management and user expectations of the new software will have been met. Buyer’s remorse should have been eliminated.
Maximize software ROI. Once the new software is in production, the evaluation can be used to identify unused functional areas that can be brought into production. This is how the value of a software investment is maximized.
ERP & enterprise software purchasing. An overview of the process.
Business alignment. Align the new software with the business vision & strategy.
Software selection. Choose the software that best fits your particular needs.
Software purchase. Develop SOW, negotiate contracts.
Implementation success management. Use the requirements analysis to reduce risks and accelerate the implementation.
Software failure gallery. Examples of enterprise acquisitions that have gone wrong. You don’t want to go here.
The 5 costs of poor software purchasing. See where and why taking short cuts costs far more than it saves.
Pains from new software. See the business, technical and personal pains you will experience when a project goes wrong.