Fuel Good 2018: The Foolproof Guide to Transitioning to an Integrated System
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This presentation gives you the best practices and details you might overlook when transitioning to an integrated Finance and HR system.
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Fuel Good 2018: The Foolproof Guide to Transitioning to an Integrated System
- 1. The Foolproof Guide to Transitioning to an Integrated System Janice Gerbrandt Rehoboth Christian Ministries
- 2. #FUELGOOD18 YOUR PRESENTER Janice Gerbrandt Director of Corporate Services
- 3. #FUELGOOD18 1. Explanation of Rehoboth’s Journey to Integrated System 2. Analysis Stage 3. Training Stage 4. Implementation 5. Timelines / Transition 6. You don’t know what you don’t know /Questions Agencies should ask 7. Support AGENDA
- 4. #FUELGOOD18 Rehoboth’s Journey to an Integrated System
- 5. #FUELGOOD18 Rehoboth’s Journey to an Integrated System • Investigation of Databases • Choose Sparkrock • Assigned Project Manager
- 7. #FUELGOOD18 Analysis Stage • Review current practices from an agency though meetings with Sparkrock Consultant and agency staff • Completion of questionnaire • Schedule created • Decide who to involve in this stage • Agency looks at database and determines what “out of the box” solution it has to offer & how it applies to your organization’s policies, procedures & practices
- 9. #FUELGOOD18 Training Stage Training for each Phase of the Database • On Site Training • Checklist • Use of Data for training • Doing online training
- 11. #FUELGOOD18 Implementation • Reason for Quick Implementation • Testing • Sign off on Completion
- 13. #FUELGOOD18 Timelines & Transition • Items and issues to be aware of • Weekly progression meeting are invaluable to meeting timelines • Make sure timelines are realistic to agency
- 14. #FUELGOOD18 Questions that agencies should ask. You don’t know what you don’t know.
- 15. #FUELGOOD18 Questions Agencies Should Ask • Agency staff need support from Sparkrock employees to learn the new system and receive training. After training, complete the task yourself so you can learn from it. • Sparkrock & agencies work together on the checklist to ensure completion of all tasks & applications are run smoothly.
- 16. #FUELGOOD18 Potential Questions to Ask • What are you trying to create? • What do you want? What are you willing to do to get that? • What do you fear is getting in the way of action? How can you move beyond this? • What are some of the most challenging parts of your role? • What do you wish you were more skilled in managing? • What would be your part in the outcome? • How can I apply this to current practices? • What current practices or policies have to change for our organization to make the new solution work? • What do we need to change about our current approach? • What would make this successful? How can I ensure that?
- 18. #FUELGOOD18 • Diamond Support is necessary once you finish implementation. They help with all the questions and fix things as required. • Ask what this will look like for your organization. Who will be in contact? • Make several central people in your organization a contact, as it will help streamline and you may resolve issues faster. Support
- 20. #FUELGOOD18 THANK YOU! Janice Gerbrandt Janice.Gerbrandt@Rehoboth.ab.ca All presentations will be made available after the conference.
- 21. #FUELGOOD18 Please take 5mins to fill out your session evaluations. One lucky winner will win an Amazon Echo!
- 22. #FUELGOOD18 www.sparkrock.com @sparkrockinc Nonprofit, Human Services & K12 software to help you serve more people, with less effort, stress & expense.
Editor's Notes
- Have this slide up as people enter the room
- Take 5mins to give the audience a bit of background about you Worked in Human Services for more than 30 years Worked for Rehoboth for 20 years in all levels of the organization Started working with SparkRock last October with training with Finance and Payroll/HR -
- Investigation Rehoboth started investigating many Databases that would meet all the requirements of the agency ( Scheduling, Shift bidding, Training/ Qualification tracking; while still being able to meet all expectations of a fully integrated system to the financial system, Many agencies, like Rehoboth, have or are going through the process with SparkRock. These agencies are going from multiple databases / systems to complete Finance, HR Information systems, and Payroll. Choose ALTUS Dynamic (SparkRock) In early June 2016 Rehoboth decided on Altus Dynamics, they checked off all the boxes on our shopping list. Assignment of Project Manager Rehoboth assigned a Project Manager, however this was our first mistake, we assigned a project manager whose focus was one of the integrated areas, unfortunately she had blinders on and only focused on Payroll, not how all her actions would affect other parts of the project. Second mistake was not reassigning her “regular” workload to someone else. So that she would be able to focus on the project, uninterrupted. In Late June, started analysis in Finance and in July started analysis for Payroll / HR
- SparkRock uses analysis time to find out what they need to help to build the system, then do more analysis along with training while they teach to Service provider about the new system. Then allow for testing. Then come back and do training with the service provider so that they fully understand how to do all aspects. Review current practices from an agency though meetings with SparkRock Consultant and agency staff Completion of questionnaire - This is critical, this should be done in a group prior to SparkRock consultants arriving on site, if this is not possible, have all departments represented at meetings. Ask questions!! If you are not sure ask more questions… Schedule created - This is created by the two project managers, make sure other department are engaged in this part. Make sure all dates are attainable. Make sure that questions are asked in order to build the best schedule. Who to have involved in this stage? - Anyone who will touch or use the system n the end (at least have representation of end user groups). Our problem was that we had a project manager who hadn’t bought into the “out of the box” solution. Therefore looked a the project with blinders on and only for her area of responsibility. Agency needs to look at the Database and what it “out of the box” solution has to offer and how it applies to your companies policies and procedures and current practices - our issue was that we tried to have the system continue to do things the way we had always done things. This was wrong.. We didn’t what customization and we shouldn’t have needed as we purchased the “out of the box” solution. We needed to critically look at the system as see how we could work with it, in order to keep costs down.
- On Site Training - On site training with expert for the area of support being implemented ( Finance, HRP) You are being trained as a train the trainer at this stage, you will be expected to complete these tasks going forward as the system is launched Checklist - The consultant will sent the check list and information prior to training. Make sure all stakeholders have reviewed the information and are aware of the databases potential prior to training beginning. Formulate questions for training. Make sure you know why you are completing a process. Don’t just do because the consultant tells you to, ASK WHY!! What will be the effect of each action. Use of Data for training - Insist on using your own data for Training. Have information that you can use to input ready for input at training (New employee records, changes, configuration packages, banking information, vendor information, Purchase orders). This stage is imperative. You want to make the information that is going in is correct. “crap in, crap out” You want o avoid this at all costs. Doing online training - Make sure you ask for all online training to be recorded, so that ou can go back to recording when trying to complete tasks
- Reason for Quick implementation - Agencies should move to support as quickly as they can once implementation is completed in order to keep excess costs down. However make sure that you develop a checklist of Outcomes that you need to achieve (Script) this is invaluable to know that you have accomplished all that you need to. Work with your consultant and make sure you have all items required to get to completion. Consult with all department to make sure that new task won’t affect other areas that may already be live ( Finance to Payroll – Do not reply email – set up for finance created same one for Payroll, and changed the password, and then it didn’t work for Finance. Testing - Make sure you test to the full extent. Make sure you take advantage of the ability to do tasks yourself (Uploading, Configuring) Test over Pay period, test different functions. Make scripts to make sure everything has been looked at. TEST< TEST< then TEST some more!!!!!! Sign off on Completion - It is important to get all you need prior to signing off, however agencies need to devote as much time to the project at this time, to make things easier in the long run.
- Items and issues to be aware of - Different language used from the old system to the new. Agencies need to understand and can work within a test site that contains real data of there so that the training is meaningful to them. Weekly progression meeting are invaluable to meeting timelines - When doing transition, agencies need to have someone cover the employees position who is responsible for the transition. That employee needs to be fully engrossed in the new project and won’t have time to test the new solution. However, having said that, it is invaluable to do your work in the old system in the morning and then duplicate your work in the new system so that there is time to compare the process and ensure that everything is being completed and calculated properly. Have a project lead who understands the culture of the whole organization. Make sure timelines are realistic to agency - Agencies need to have at least three months of working with in both systems. This starts once testing is completed
- Since going live ours selves we realized we didn’t ask enough questions here or back in analysis questions to ask, now these might be questions you ask, your self of the consultant that you are working with: ( I put these on the next slide for you to take away with you) What are you trying to create? What do you want? What are you willing to get that? What do you fear is getting in the way of action? How can you move beyond the fear or concern? What are some of the most challenging parts of your role? What do you wish you were more skilled in handling or managing? What would be you part in the outcome? How can I apply this to current practices? What current practices or policies have to change for our organization to make this new solution work? What do you know for sure? What could you do to add value? What is the organization goal? What is our current approach? What would you like to change in that in that approach? What would make this successful? What will I need to do to ensure that?
- Once the implementation stage is finished, you will be moved to Support. https://customersuccesscenter.sparkrock.com/Onboarding/Support_Plans/01Manage_Diamond_Support
- I feel that if I had a session like this prior to implementation for our organization then we would be in a better place today. I truly believe in the solution. However, I feel that new agencies coming on board need to be better prepared to begin with their eyes open. When Rehoboth had the presentation with Altus staff at the beginning. They were quite clear that the agency need to stick to a time line. I feel that this needs to reinforced from a service provider’s perspective.
- Have this slide up as people exit the room.