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Part/Process Failure Mode
Failure
Effects
Severity
[1 - 10]
Causes
Frequency
[1 - 10]
Controls
Prob of
Detection
[1 - 10]
RPN [1 -
1000]
(Sev * Freq *
Prob)
Integration Lack of Data
Loss of
Function
9
Incompatible
Systems
4 Full Review 9 72
Lack of Data
Loss of
Function
7 Missing Info 8 Data Owner 9 112
Training Missed EEs
Lack of
Knowledge
5 New hires 3
New hire
report
2 30
Missed EEs
Low
Adoption
4
Poor
communication
5 Testing 5 100
Failed
Execution
Lack of
Knowledge
5 Poor Trainer 1 References 2 10](https://image.slidesharecdn.com/softwareimplementaitonsharingdeck-160428152239/75/The-Ten-Commandments-of-Software-Implementation-31-2048.jpg)
Uploaded byDwane Lay
The Ten Commandments of Software Implementation
The document outlines a project management framework using the RACI model to clarify roles and responsibilities in the task completion process. It details stages for project initiation, including creating and distributing a project charter, scheduling and leading approvals, and conducting kickoff sessions. Furthermore, it discusses the importance of effective leadership in implementing change and the challenges related to data integration and employee training for successful project execution.
The Ten Commandments of Software Implementation
- 10. R Responsible toperform the task A Accountable for the task being completed C Consulted with prior to the activity being performed I Informed that the task has been completed Step Task R A C I 1 Create Project Charter DJ, JK JK TS, MO 2 Distribute Charter for comments JK JK DJ, TS 3 Schedule approval meeting DJ, JK JK TS 4 Lead approval meeting JK, TS TS 5 Schedule project kickoff session DJ JK TS TS 6 Distribute approved Charter DJ TS JK, MO
- 22. Stage Action Catalyzing Leadership’stask of bringing an abstract idea to concrete fruition Encoding The Champion’s task of clearly communicating the need for change Imagining The leader’s words become ideas in the minds of close followers Uniting Once the vision of change becomes clear to a few key people, it quickly becomes visible to others Fitting Organizational leadership is engaged to seek out and address parts of the enterprise that do not align with the vision Gelling Leadership drives the change through all levels of the organization and instilling into the culture Robbins, Harvey and Michael Finley. Why Change Doesn’t Work. New Jersey: Peterson’s, 1996.
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- 29. BEGINNING IMPROVING SUCCEEDINGLEADING Year One Standardization Year Two Stablization Year Three Integration Year Four Acceleration
- 31. 1 2 34 5 6 7 8 9 Part/Process Failure Mode Failure Effects Severity [1 - 10] Causes Frequency [1 - 10] Controls Prob of Detection [1 - 10] RPN [1 - 1000] (Sev * Freq * Prob) Integration Lack of Data Loss of Function 9 Incompatible Systems 4 Full Review 9 72 Lack of Data Loss of Function 7 Missing Info 8 Data Owner 9 112 Training Missed EEs Lack of Knowledge 5 New hires 3 New hire report 2 30 Missed EEs Low Adoption 4 Poor communication 5 Testing 5 100 Failed Execution Lack of Knowledge 5 Poor Trainer 1 References 2 10
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- 41. Secondary Objective Secondary Objective YX – Level 1 X – Level 2 Secondary Objective Primary Objective Goal Goal Goal Goal
- 42. Cost of Ownership Implementation YX – Level 1 X – Level 2 Vendor Relationship HRIS Replacement Ease of Integration Ample Training Robust Functionality Low Complexity