1 © The Delos Partnership 2004 Delos Excellence Project Delos Excellence Project Implementation Implementation Project Organisation Project Organisation
Mar 26, 2015
1 © The Delos Partnership 2004
Delos Excellence Project Delos Excellence Project ImplementationImplementation
Project OrganisationProject Organisation
2 © The Delos Partnership 2004
Delos Change JourneyDelos Change Journey
MobiliseMobilise DesignDesign CommunicateCommunicate ReviewReviewUnderstandUnderstand
Identify quickIdentify quickBenefitsBenefits
DevelopDevelopChange VisionChange Vision
InternalInternalSell-inSell-in
ReviewReviewSystemsSystems
EstablishEstablish ResourcesResources
Gain quickGain quickBenefitsBenefits
DetailedDetailedProcess DesignProcess Design
Public/PrivatePublic/PrivateWorkshopsWorkshops
Develop Develop SystemsSystems
Develop TaskDevelop TaskTeamsTeams
Gain earlyGain earlyBenefitsBenefits
Document Document Policies etcPolicies etc
InternalInternalEducationEducation
CreateCreateSystemsSystems
EstablishEstablishOrganisationOrganisation
SecureSecureBenefitsBenefits
RefineRefinePolicies etcPolicies etc
AASSSSEESSSS
ContinueContinueEducationEducation
RefineRefineSystemsSystems
GainGainTeamworkTeamwork
AASSSSEESSSS
Cost/Cost/BenefitBenefit
DevelopDevelopBus StrategyBus Strategy
InitialInitialEducationEducation
AppointAppointSponsorSponsor
PPIILLOOTT
PPIILLOOTT
PPIILLOOTT
3 © The Delos Partnership 2004
Where do we start ?Where do we start ?
1. Get the decision makers on board
2. Managing Director should be aware of:• Fundamental problems behind implementation• See the Journey to Excellence as a solution• Steer the change and implementation all the way• Participate
3. Board must be committed and involved
4 © The Delos Partnership 2004
Enterprise Systems – Enterprise Systems – The Critical IssuesThe Critical Issues• Business Strategy• An integrated approach • Scope – functional, geographical, organisational• Business Case – relevant, compelling, understood, shared• Governance• Project Resources• Timescales• Implementation Partner(s)• Programme Management and Planning• The Board Role• Expert Advice
5 © The Delos Partnership 2004
Business StrategyBusiness Strategy
• A clearly defined Business Strategy is critical to a successful Enterprise Systems programme.
• The Enterprise Systems programme will implement ways of working, software and processes which the business will live with for many years – and changing them is a major task.
• The key strategic issues are:– Corporate business structure– Global/regional/local process responsibility
6 © The Delos Partnership 2004
Advantages for MD and Advantages for MD and BoardBoard1. An Integrated System2. One set of reliable numbers3. Ability to do financial simulations4. Effective non-financial performance
measures5. A team – not high level competition6. Process approach not silo management7. Flexible but managed response to customers8. A competitive edge
7 © The Delos Partnership 2004
The Board RoleThe Board Role
• CHAMPION Act as champions for the program as a whole and for particular elements of it. Appoint each board member to act as sponsor of an area – both geographic and functional.
• LEADER Lead the program – through time, understanding, involvement and decision making.
• COACH Act as coach for the senior program staff – advising them on tactics and politics.
• FOCUS Keep the program focused on the agreed scope and delivering the business case as fast as possible. Remove as many distractions for the team and the business as possible.
8 © The Delos Partnership 2004
Establish the OrganisationEstablish the Organisation
• Sponsor• Steering Committee
– Senior Team
• Process Owners• Project Leader [Full time]
– Best person
• Project Team [ Full time/Part Time]• Task teams• Consulting/Coaching Support
9 © The Delos Partnership 2004
SponsorSponsor
• Enthusiast
• Ensures resources are allocated
• Forces out the issues
• Provides Leadership
• Proactive in making the project happen
• Contact point for outside consultants
10 © The Delos Partnership 2004
Steering CommitteeSteering Committee
• Approves the project• Establishes Organisation• Reviews the plan• Makes resources available• Is accountable for delivery of the “vision”• Develops Integrated Enterprise Planning• Keeps the project high profile• Approves Vision and Strategy• Is accountable for delivery of the vision• Approves Policies and Procedures and Measures• Avoids other intiatives
11 © The Delos Partnership 2004
Process Owners/Task Process Owners/Task LeadersLeaders• Chairing/ managing the task teams
relating to the process• Ensure development of new processes• Bring to the Steering committee issues
relating to the process• Develop performance measures which will
improve the process• Deliver their elements of the vision
12 © The Delos Partnership 2004A senior, experienced and respected Project Director is critical.A senior, experienced and respected Project Director is critical.
Project ResourcesProject Resources
• If we have a compelling business case, a clear scope and an appropriate governance structure then we know that we must place some of our very best people into running the project.
• We must recognise that it is unlikely that we will have all the skills and experience needed to implement a major change project.
• Appoint the best people we have at all levels – if placing them on the project does not make running today’s business difficult – then they are probably not the right people.
• Appointing the best people also adds to the urgency of the project – both the individuals and the business want them to
return to “proper” jobs as soon as possible.
13 © The Delos Partnership 2004
Project LeaderProject Leader
• Business experience of the company• Can do attitude• Makes things happen• Part of the Steering Committee• Does not do it, but does persuade others to get it
done• Manages the Project Plan• Can be trained in techniques – not a guru• Listens and acts• Someone who will get promoted
14 © The Delos Partnership 2004
Project TeamProject Team
• Co-ordinates the project• Works with task teams to facilitate their
element of the vision• Knowledgeable in their area• Burn with desire to improve the company• “One of those rare moments when you have a
chance to radically change the company”
15 © The Delos Partnership 2004
Project Team activitiesProject Team activities
Vision will cover:
• Strategy
• Software
• Organisation
• Policies and Procedures
• Performance Measures
• Culture/behaviour
16 © The Delos Partnership 2004
Role of Project Team Role of Project Team
1. Design Company model– Future vs Now– How will we operate
2. Understand Workings of Software3. Teach company management what new
world will be4. Develop detailed implementation plan5. Liaise with Task Forces6. Monitor Execution of plan7. Report progress to steering committee
17 © The Delos Partnership 2004
Project Team RoleProject Team Role
VISION
VISION
STRATEGY
STRATEGY
PROJECT
TEAM SOFTWARE
NEEDS
POLICIESAND
PROCEDURES
ROLES
CULTURE
MEASURES
18 © The Delos Partnership 2004
Software modificationsSoftware modifications
1. Project Team understand software
2. Project understand the requirements
3. Then identify any modifications required to meet the needs of the company ways of working
19 © The Delos Partnership 2004
Task TeamsTask Teams
1. Integrated Enterprise Planning2. Sales Forecasting and Demand Management3. Customer Relationship Management4. Master Production Scheduling5. Lean and Agile Business6. Data Accuracy7. Procurement8. Supplier Relationship Management9. Performance measurement10. Finance11. Project Management12. Change Management
20 © The Delos Partnership 2004
Task TeamsTask Teams
• Translate their element of the strategy and vision into reality
• Cross-functional• Develop the policies and procedures that are
needed• Get familiar with the software, and make sure
that this integrates with policy and procedures• Develop the training material
21 © The Delos Partnership 2004
Project OrganisationProject Organisation
STEERING COMMITTEE
PROJECT TEAM
INNOVATION
DEMAND
SUPPLY
PROJECTMANAGEMENT
SALESFORECASTING
CUSTOMERRELATIONSHIPMANAGEMENT
MASTERPRODUCTIONSCHEDULING
PROCUREMENTLEAN
AND AGILE
PERFORMANCEMEASURES
FINANCE
SSUUPPPPOORRTT
SSUUPPPPOORRTT
INTEGRATEDENTERPRISEPLANNING
SponsorSponsor
Project LeaderProject Leader
DATAACCURACY
LEANAND AGILE
SUPPLIERRELATIONSHIPMANAGEMENT
22 © The Delos Partnership 2004
Task Team RoleTask Team Role
VISION
VISION
STRATEGY
STRATEGY
TASKTEAMS
WORKINGSOFTWARE
DETAILEDPOLICIES
ANDPROCEDURES
DETAILEDROLES
CULTURE
DETAILED
KPIS
FORECASTING
CUSTOMERSERVICE
23 © The Delos Partnership 2004
Consulting/Coaching roleConsulting/Coaching role
1. Consultancy support to Steering committee to ensure Project delivers
2. Consultancy support to Task Teams to provide body of knowledge
3. Coaching to Senior Team and Project Team to ensure Team building
Prerequisites
• Been there and done it• Says it as it is
Prerequisites
• Been there and done it• Says it as it is
24 © The Delos Partnership 2004
Consultancy roleConsultancy role
1. Monitor Project Plan2. Liaison with Project Manager and
Team3. Link to MD4. Cross reference to other experience5. Reviews synchronisation of project6. Planning Cutover and Pilots7. Independent voice
25 © The Delos Partnership 2004
Expert AdviceExpert Advice
• Expertise on major Enterprise Systems implementations is not in short supply. The software vendors and implementation partners have enormous expertise.
• BUT – they cannot provide independent advice. They have an interest in many of the decisions and choices that a business makes.
• Having a truly independent advisor, who has experience of the industry and of Enterprise Systems, can help you in many ways:– Anticipate and prepare for risks and issues.– Maximise the benefit gained from the software vendor and
implementation partner– Provide a knowledgeable balance to internal “group think”.
26 © The Delos Partnership 2004
Additional consultancy roles [from Additional consultancy roles [from Software company]Software company]
1. Resource to Task Teams and Project teams
2. Help facilitate internal education3. Hands on experience4. Helps to write detailed policies and
procedures5. Challenges project team and task
forces to keep to schedule
27 © The Delos Partnership 2004
Ownership for the ProjectOwnership for the Project
• Ownership for delivery rests with the Task Team Leaders
• Project Leader responsible for making it happen
• Project Team create the vision and work with Task Teams to turn into Policies and Procedures
• Sponsor provides enthusiasm and direction for project
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TaskTaskTeamTeam
TaskTaskTeamTeam
TaskTaskTeamTeam
TaskTaskTeamTeam
Project OwnershipProject Ownership
Steering committeeSteering committee
Project TeamProject Team
Process Process OwnerOwnerProcess Process
OwnerOwnerProcess Process OwnerOwner