Managing an Effective Technology Implementation Process · 4. Make or Break: Data Conversion • Typically the most difficult and time-consuming part of the technology implementation

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Managing an Effective Technology Implementation Process

Jenny G. MorganPresident and CEObasysBaltimore, Maryland

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2/3 of Implementations FAIL

(per The Standish Group Report CHAOS, 2014)

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Common Reasons

• Disruptive by their nature

• Not something fund offices do frequently

• Means letting go of “how we do it now” for a possible (probable) better way

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The Biggest Reason . . .

People don’t like change.

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You Can Beat the Odds!

1. Rally the fund office around the project

2. Establish timeline and process; set expectations with vendor

3. Define clear roles and responsibilities for your team and your vendor’s team

4. Invest the time to do quality data conversion

5. Communicate proactively with stakeholders

6. Prepare for detours!

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1. Rally the Fund Office

• Explain why you’re introducing new technology

• What’s in it for you? For your members? How will it make your work easier/less stressful?

• Create posters, t-shirts, “donut days”

• Celebrate team milestones and results

• Acknowledge the challenges

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2. Set Reasonable Expectations

Work with your vendor so you clearly understand– What’s the step-by-step process?

– What happens when? (each month, week, etc.)

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Other Questions for Your Vendor

• What specific skills/resources will we need?

• How much time will our staff need to devote to this?

• What are the risks? What could go wrong?

• How will we know we’re really ready to go live?

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Define an Escalation Path

• Whom do we call when there’s a problem?

• How will we resolve conflicts or mistakes?

• Will the owner/CEO of our vendor partner be available to our senior leadership if necessary?

• Will he or she knowus and our business?

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3. Identify Your Team

• Define clear roles and responsibilities

Executive Sponsor

Project Manager

Data Conversion Specialist

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Your Project Manager = MVP

• Your main liaison with the vendor

• Responsible for meeting deadlinesor alerting team to possible delays

• Makes sure internal resources are allocated to the project– People can’t do 100% of their

regular work AND devote enough time to the project!

Project Manager

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Engaged Leadership Is Essential

─ Establish an executive steering committee:• Senior members of your fund office leadership

• Senior execs from your technology vendor partner

• Key project managers from your team and your vendor’s team

─ Set monthly meetings or calls for updates

─ Review issues that impact timeline or budget

─ Review critical milestones and budget status

─ Minimize risks and resolve problems

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4. Make or Break: Data Conversion

• Typically the most difficult and time-consuming part of the technology implementation– Different vendors use different labels for your data elements– Data elements don’t always map 1 to 1– Your outgoing vendor may not cooperate– Long-neglected data clean-up must occur first– You may not have a strong data expert on your team

• How the new vendor will use your data is key to creating a successful conversion strategy

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Reconcile

Data Conversion Basics

LoadValidateCleanExtractAnalyze

• Start this process as early as possible

• Identify who will extract your data—Current vendor? In-house expert? Third-party contractor?

• Ensure your new vendor has data dictionaries and a best practices-based process for mapping data

• Determine a logical sequence for conversion

• Understand how you’ll validate results—reports? comparison to current results? etc.

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Testing, Testing!

• A robust testing and data verification process means you can have confidence when your system goes live

– What to test? What results are expected?

– Identify a subset

– Run parallel processing to compare results

– Include configurations and scenarios specific to your organization

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Working With Early Adopters

• Consider recruiting beta testers or pilot users– Employers, members, etc. who like going first

– Identify early glitches and give you feedback

– See how users interact with the system in real time

– Use their input in your roll-out to other stakeholders

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5. Communication Matters

• Identify everyone impacted by the change: – Members

– Trading Partners

– Employers – Trustees

– Who else?

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Start Talking Early, Don’t Stop

• Start communication early and keep it going– Tell stakeholders how and when you plan to

communicate (then do it)

– Consider what methods work best for each audience

– Make it a conversation—invite them to respond, share concerns, etc.

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6. Possible Roadblocks

• Replacing “homegrown” systems – Staff who built/maintained protective of their work

– Legacy system is not fully compliant

• Switching from one vendor to another– Ousted vendor not eager to help competitor

– Lots of customizations = tangled mess

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Just Part of the Process

• Human nature = unforeseen circumstances occur

• Even prepared people resist change

• Use the tools you’ve built:

– Escalation process

– Trust with your vendor

– Proactive communication

– Team problem-solving (you and the vendor)

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Celebrate—and Keep Working

• Implementation isn’t over when system is live

– Anticipate issues no matter how well you’ve tested

– Productivity will drop at first while people adjust

– You’ll discover training and communications gaps

– A good vendor remains your partner long after go-live

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Session #A02-AMPC3

Managing an Effective Technology Implementation Process

• You can minimize the challenges and achieve an effective technology implementation by:– Accepting that people don’t like change– Rallying the fund office– Setting good expectations with your

vendor– Building a strong team with clear

expectations– Focusing on effective data conversion– Communicating early, often and

interactively– Expecting the unexpected

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62nd Annual Employee Benefits ConferenceNovember 13-16, 2016Orlando, Florida

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