Implementation of ShipManagement Systems Project Management

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Implementation of ShipManagement Systems
Project Management

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  • ShipManagement is a dynamic tool for managing multiple aspects of a firm’s operations Support the execution of almost all of the company’s business activities across functions and business units [1]. ShipManagement systems link together entire organization’s operations such as crewing, chartering, planned maintenance, and purchasing, with shared data & visibility across the business. ShipManagement systems connect the organization to its vessels, owners and suppliers. ShipManagement systems employ use of “Best Practices” ShipManagement systems provide real time information
  • Implementation is a critical activity for many shipping companies.
  • Many implementations for ShipManagement system fails not for lack money or technology, but for lack of sound PM practices. Sound Project Management Practices Not enough time- This vital step must be given due consideration.  Adjust your schedule as needed, and you'll find the rest of the process goes much smoother
  • Communication - It sounds like a cliché, but communication is absolutely vital to the success of any project.  The communication between the development team and the users, and also the communication inside the development team must be crystal clear.  Does everyone understand you?  Do they know exactly what's expected of them or have you assumed they know?  Do they communicate well with each other?  With users?  With other departments? Solution: Identify communication breakdowns now.
  • the speciÞcations for the personnel required to operate, maintain, and support the system throughout its life cycle. Analysis shall determine if personnel with the appropriate knowledge, skills, and abilities are predicted to be available
  • Implementation of ShipManagement Systems Project Management

    1. 1. Implementation of ShipManagement Systems DigitalShip Cyprus 2007 Prepared by Lana Al-Salem, PhD Director of Projects Management SpecTec
    2. 2. Agenda <ul><li>ShipManagement Systems </li></ul><ul><li>Implementation Success factors </li></ul><ul><li>Change Management </li></ul><ul><li>Project Management </li></ul><ul><li>Implementation Methodology </li></ul><ul><li>Future </li></ul>
    3. 3. ShipManagement Systems Operations Purchasing Maintenance Crewing & Payroll Chartering Accounting System Quality Management Equip. Inventory
    4. 4. Failure Facts
    5. 5. Failure Implications <ul><li>Many unsuccessful implementation projects </li></ul><ul><li>unutilized systems ( offshelf ) leaving companies with delivery problems </li></ul><ul><li>frustrated employees </li></ul><ul><li>unjustified expenses and cost (no ROI) </li></ul><ul><li>unsatisfied management </li></ul><ul><li>Doubts of applications value </li></ul><ul><li>Difficulty getting new projects </li></ul><ul><li>Project viewed under microscope </li></ul>
    6. 6. Top Reasons ShipManagement Implementations Fail <ul><li>Not Enough Time- little time is devoted to gathering the necessary data </li></ul><ul><li>Scope- Failure to align contract for services with the requirements expectations. Also, make sure initial scope is achievable to build momentum </li></ul><ul><li>Change Management- Insufficient investment in all facets of change management </li></ul><ul><li>Skills- Team members lack a thorough understanding of the technical capabilities of the solution or of the underlying business processes </li></ul>
    7. 7. Top Reasons ShipManagement Implementations Fail <ul><li>Governance- Lack of a single person in charge who reports directly to openly supportive senior executive accountable for the solution. Also, ineffective steering body of cross-functional senior execs </li></ul><ul><li>Communications- Lacking at all levels (executives, functional owners, across team, with working level system users, external stakeholders, etc.) </li></ul><ul><li>Solution Architecture- Lack of a solution architecture or proven implementation methodology </li></ul><ul><li>Training- Insufficient investment at all levels (including executives) </li></ul>
    8. 8. Critical Success Factors For Implementation <ul><li>Top management support </li></ul><ul><li>Project champion </li></ul><ul><li>Dedicate & committed team </li></ul><ul><li>Software house/customer partnerships </li></ul><ul><li>Project management </li></ul><ul><li>Use of consultants </li></ul><ul><li>Analysis of current processes & data </li></ul><ul><li>Business process reengineering </li></ul><ul><li>Change Management </li></ul><ul><li>Training </li></ul>
    9. 9. Team Work <ul><li>Implementation Team (Leaders/Members): </li></ul><ul><li>ShipManagement System Provider: </li></ul><ul><ul><li>Project Manager </li></ul></ul><ul><ul><li>Consultants </li></ul></ul><ul><ul><li>Programmers </li></ul></ul><ul><li>Shipping Company: </li></ul><ul><ul><li>Project Champion/Manager (IS Department) </li></ul></ul><ul><ul><li>Module/Business leaders (subject area experts) </li></ul></ul><ul><ul><li>Individual team members </li></ul></ul>
    10. 10. Five Levels of Change Enabling information systems, applications, tools, and infrastructure The governance model for the management, administration, and evaluation of initiatives, with a strong focus on the appropriate metrics applied for measurement The human resource environment, including skills, organizational culture, and organizational structure Strategic understanding of the role, positioning and focus for enterprise-wide decision-making in support of overall organizational objectives Operating methods and practices, including policies and procedures, which determine the way activities are performed Strategy Controls Process Technology People Alignment
    11. 11. PM for Implementation <ul><li>PM is a process that spans the full cycle of a project, from inception to completion. </li></ul><ul><ul><li>Planning, executions, and control of all resources, tasks, activities, necessary to complete the project. </li></ul></ul>
    12. 12. Implementation Methodology <ul><li>Follow Pre-paved roads </li></ul><ul><li>All routes are initially available – customer selects which one to take </li></ul>From Springfield To Camden Yards
    13. 13. Project Phases For Implementation Test Configure the System Blueprint Business Processes Train Go Live Define Project
    14. 14. Phases Walkthrough Definition of the projects scope, scheduling, risk & communication management Elicitation of the ShipManagement's business processes & workflow. Configuration of the system to meet the ShipManagement’s needs Validate the configured solution in a testing environment Build in-house knowledge on the ShipManagement system Testing System Configuration Business Process Training Plan the steps to go live it is process not a Milestone Go Live Project Definition
    15. 15. More Recommendations <ul><li>Define clear objectives </li></ul><ul><li>Users - from start to end! </li></ul><ul><li>Evaluate business process </li></ul><ul><li>Don’t go live till you’re ready </li></ul><ul><li>Define signoff criteria </li></ul>
    16. 16. The Big IF <ul><li>IF you have... </li></ul><ul><li>A Good ShipManagement system </li></ul><ul><li>Commitment of Management and Team </li></ul><ul><li>Solid implementation methodology and plan…then ShipManagement system will pay off big for your organization. </li></ul>
    17. 17. The Future <ul><li>Successful/Failed Implementation! </li></ul><ul><li>Satisfaction/frustration in the industry! </li></ul><ul><li>Trust/ Doubt of ShipManagement Systems </li></ul><ul><li>role in helping shipping companies in: </li></ul><ul><ul><li>Improving business process </li></ul></ul><ul><ul><li>Reducing workload </li></ul></ul><ul><ul><li>Complying with continuous regulations </li></ul></ul><ul><ul><li>Reducing cost </li></ul></ul>
    18. 18. Thank You for Listening. Questions?

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