Advice On IT Implementations

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Alan Walsh

Advice on implementing a new IT system; from practical experience.

Advice on IT Implementations A Guide for Large & Small Businesses Walsh Enterprises Business Advisors Huntington Beach, Ca Al Walsh CEO Business consultant

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How to go Faster and Further? Targeted analysis and innovative technology solutions that quickly accelerate revenue cycle processes. Back office work centers are responsible to handle the manual work that falls out of automated systems. The efficiency of this process (or lack of it) directly impacts the company’s bottom line. As experts for 30 years assessing work operations, and deploying innovative technology solutions, we’ve come to identify what we call The Insidious 6, six overlooked efficiency issues that are the root cause of lagging cycles times, work backlogs and lost revenue. 1. Inefficient Work Distribution Mechanism 2. Uneven Employee Workload 3. Inadequate Research Tools 4. Limited Accountability 5. Non Value Added Work Waster 6. Lost Automation Opportunities Learn how you can achieve 30-70% productivity increases: https://www.servicespan.net/

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A Collection of Best Practices around Remote Work and Remote Project Delivery from the Who is Who of Remote Working. There are plenty of great guides for remote work but few consider that quite a lot of work is nowadays done remotely. Be it with the offshore team in India or your colleagues in the US to align sales strategies, financial implications of activities, running your IT.This presentation tries to be a practical guide for your average remote interaction which for a lot of people is not very satisfying.

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Original article from the Flevy business blog can be found here: http://flevy.com/blog/sap-and-change-management/ As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like. To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this: • It will change the way a business operates. • Key stakeholders will want and need to be involved and communicated with. • Processes will change. • Organisation structures will change. • The readiness of the business will need to be measured to ensure a smooth go-live. • There will be a need to train and educate people in new ways of working. • Business benefits as set out in the business case will need to be tracked. • Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future. That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed. Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.

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