ERP
ERP System
  ERP Implementation CRM, Financial, HRIS and ERP Software Deployment
 

 Vantive ERP Implementation Framework

CRM, HRIS & ERP Implementation

Our CRM, HRIS and ERP implementation methodologies are designed to integrate process innovation and application software in order to achieve measurable objectives and maximize enterprise software investment payback.

Our role and value are unique in an application software industry monopolized by extremely large professional services firms and a technology-first mentality. We’re not a Big 4 accounting firm or a large system integrator so we don’t provide the small armies of young professionals which generally consume the bulk of a customer’s enterprise software budget. Instead, as senior practitioners that have been leading application deployments for more than two decades our core competency is leadership and our relentless focus is on aligning and driving the software implementation to achieve SMART (Specific, Measurable, Actionable, Realistic and Time-bound) business objectives. Our role is one of project manager during implementation; a role that never loses sight that the application software is a tool to achieve business advantage, ensures business accomplishments are satisfied and acts as a client advocate with the software publisher or technical consultants.

Customers don’t implement CRM, Financial, HRIS or ERP systems to have the best technology. Instead they procure these technologies to enable and achieve strategic business objectives that will grow revenues, reduce costs, outperform competitors and achieve other goals that directly impact company performance. While challenging during the many complexities of an enterprise software implementation, it’s absolutely critical to maintain steadfast focus on the business objectives, and not get sidetracked or overwhelmed in the technology.

The Vantive Application Implementation Framework™

The Vantive Application Implementation Framework™ is a purpose-built CRM, HRIS and ERP implementation methodology that proactively manages application software deployment through three integrated phases of Project Blueprint, Project Execution and Project Outcomes. While each enterprise software implementation is unique based on the company’s slated objectives, the degree of process innovation and the fit/empowerment of the application software, our Vantive Application Implementation Framework™ adheres to a progressive methodology that brings structure, predictability and results to what can otherwise become an overwhelming endeavor.

ERP Project Blueprint

Veteran software architects know that good design is 50 percent of a successful development project. We apply this type of learning to enterprise software implementations. Our consultant framework is unique is that it creates a business outcomes-based architecture, model and plan, which effectively works backwards in linking business outcomes to project activities, not forwards from application software installation where objectives often become clouded in an effort to just get the software running. This approach helps everyone in the company clearly recognize the goal is not to install enterprise software, but to achieve measurable business objectives that enhance company performance and the lives of its employees. There are several tasks in the Project Blueprint, but the Project Scope is the logical starting point.

Project Scope Agreement. A good project scope is embedded in the Project Charter and illustrates a clear map between the process improvements with enabling software and the specific and measurable business outcomes. While the project scope catalogues the specific application software to be implemented (with parameters, use cases, integration points, expected results and more), it should never lose focus on the business outcomes to be achieved with each application software component. That said, research clearly shows the two most common project scope challenges are clear and causal mapping between software and business objectives, and scope creep. ‘Scope creep’ is extremely common and devastates time, budget and quality goals. More so, it is directly correlated to just over 64 percent of ERP software projects that fail to meet their objectives or fail outright. This is in part because once scope creep has impacted time, budget and quality objectives, a mentality shift often occurs which emphasizes just getting the software running irrespective of the business objectives originally slated. To avoid this, project scope must be managed in real-time by an experienced practitioner who has incurred and solved many of the common challenges multiple times over. When scope deviations are recognized early, a project manager can quickly diagnose and offer multiple solutions to management in order to resolve the issues before they cause long term impact.

ERP Project Execution

Once the project plan, scope and charter are thoughtfully architected to show a dynamic implementation model that tightly links technology to business benefits, the project execution is greatly facilitated. Key Project Execution tasks to keep the project on time, on budget and deliver on expectations include relentless project management and application software aids that will dramatically improve the experience for the users, and thereby the company. Vantive uses several tools and methods to facilitate a smooth project execution, including an application-specific Project Management Office, Project Facilitation tools and Risk Mitigation tools.

Project Management Office. Vantive defers the application software installation methodology to the software vendor or system integrator charged with the technical process of implementing the CRM, HRIS or ERP software, and compliments that technical approach with a Project Management Office (PMO) that includes oversight and controls which monitor, measure and report on critical success factors such as time, budget, quality, scope and risk. ERP research shows that for business leaders who did not obtain the business benefits they expected from their ERP software deployment, just under 48 percent of those ERP software implementations had no PMO or a poorly performing PMO. A PMO staffed with a veteran project manager is the single greatest assurance to achieving slated business objectives with application software technology, while at the same time minimizing time and cost overruns.

Project Facilitation. ERP software research also shows a clear correlation between staff engagement with robust software training curriculums and strong user adoption of the new application software. On the flip side, ERP research shows just as clearly that poor user adoption will deteriorate project goals and dramatically increase the probability of a failed ERP implementation. There are several necessary staff services that are simply not handled well by the application software technical consultants. Some of the most common examples include user training, documentation, feedback solicitation, business process support and how to make new analytics and business intelligence actionable.

  • Training Curriculums. Having attended enterprise software training classes by every major CRM, financial, HRIS and ERP vendor in the industry, we've learned what training methods and techniques work best for users, and we use this experience along with several training curriculum program templates to enhance the software training experience for a more positive and rewarding experience.

  • Business Process Support. Picking up from the prior training point, training curriculums must be created in the context of each users role, not simply within the confined scope of how to fill out a software screen. ERP software research shows that process improvements provided the biggest payback opportunities for 56 percent of organizations that previously completed an ERP implementation. However, business process reengineering and process changes also incur the most user resistance, and although resistance is generally limited to a small subset of staff, it can spread quickly and create significant project delays. The technical software consultants are expert in their applications and incented to train the users as fast as possible. However, for training to be successful and the company to achieve its objectives and ROI, the software and training must be specific to your business processes. Vantive consultants work with the software implementors and your staff to adapt software configuration, pilot and training to morph the power of the application software with your company's business processes and process improvements.

  • Business Intelligence. New application software can can help satisfy the increasing demand for timely information, and delegating more information empowers more people to make smarter business decisions. However, sifting through the new application's 500+ packaged reports does not lead to business intelligence that is acted upon. To make the leap from data that is available to information that is actionable, that information must be organized so that it is relevant, contextual, personalized and timely. Further, when complimented with new pull-based productivity tools, information can be subscribed to, thereby, eliminating the need for users to find information as the information will find them when user-defined conditions are satisfied. Vantive consultants are expert in taking the new software's reporting from static to dynamic, and making it actionable for managers and staff.

Risk Mitigation. Few plan for ERP failures, yet 82 percent of ERP implementation projects fail to meet time and budget estimates and 53 percent fail to achieve their slated objectives. To avoid adding to these unfortunate statistics, Vantive integrates specific and relevant application software research which clearly shows why projects fail with proactive Project Assurance measures which include Mitigation Techniques, Change Management and Risk Management.

Mitigation Techniques. Vantive mitigation techniques are many, and specific to both causes which frequently challenge projects as well as individual company conditions. However, for an example, consider data conversions as they apply to nearly all application software implementations and consistently rank in the top 10 issues which cause time and budget overruns. Very few organizations recognize their company's true data quality until they begin the electronic data conversion process. When they then discover their data includes incomplete records (i.e. missing required, primary or foreign key fields), duplicate records, bogus records and other data quality issues, they're forced to incur a data cleansing process. And because this task occurs near the beginning of software deployment, nearly every subsequent task then gets pushed back. The mitigation technique for this case is a data conversion plan and early testing of sample data sets to gauge overall data quality for planning purposes.

Change Management. According to the U. S. Department of Labor, people's productivity decreases up to 75% during unmanaged change. Change management is an approach to shifting and transitioning individuals, teams, and organizations from a current state to a desired future state. The implementation of a new CRM, HRIS or ERP system will move many people away from the status quo and their comfort zone. Most enterprise software implementations incur many cautious or resistant users and a few users who are adamantly opposed to change. This later group may be initially difficult to recognize and they generally cast doubt in private forums outside of management visibility. If uncontrolled, the hidden agendas and failure to embrace the needed change will significantly challenge the project, and at the minimum cause time and budget overruns. To proactively head off this common occurrence, Vantive uses a Change Management Plan which includes executive sponsorship activities, a solid business case (with clear and measurable goals) which everybody can understand, a change control program, a progressive communication plan that stages information delivery and advances employees along a continuum from awareness to interest to understanding to engagement (and works wonders at getting people on the train), creative (generally non-financial) incentives and a WIIFM (What's In It For Me) personalized education for users who on the fence or who are not on board. Early detection, a solid plan and timely follow-through with the right responses are the three key factors to minimize resistance to change and unenthusiastic user adoption.

Risk Management. Every CRM, HRIS and ERP project carries with it a certain amount of risk.  Risk management is the process of identifying, measuring, and prioritizing those risks, implementing strategies to manage them, and creating plans to prevent, mitigate or respond to high likelihood and/or high impact risks which threaten project objectives. While it is impossible to anticipate all problems that may occur during a software implementation, risk management is one of the best ways to reduce the likelihood that big problems will occur. It means dealing with a concern before it becomes a crisis and increasing the probability that the project will be completed on-time and on budget.

ERP Project Outcomes

Measuring progress toward business objectives is a continuous exercise woven into the prior two phases, and the best assurance available that the application software project delivers upon its goals and forecasted ROI. Vantive normally segregates project outcomes into two phases—those results that must happen with the original deployment and those results that can be achieved in a second wave effort.

The bulk of CRM, HRIS and ERP implementation projects strive to deploy the essentials fast and show value early. It's a good approach, but also leaves a lot of value on the table, that if not planned for will forever slip away. Enterprise software is a journey, not a destination. Just as your business strategy adapts to new opportunities and changing conditions, so should your enabling technology. For example, periodic software tuning and advanced user training require only minimal efforts but will increase the software investment payback and ROI. To maximize long term value, Vantive catalogues business and application software opportunities (by priority, investment and payback) that may be wise for a future day.

 

 

 

 

 

ERP Implementation Proverb
Quote

When you don’t know where you’re going, any road will get you there."

—Lewis Carroll

 

 

 

 

 

 

ERP Implementation Proverb
Quote

If you don’t know where you’re going, you probably won’t get there."

—Yogi Berra

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Quote

If you board the wrong train, it’s no use running along the corridor in the other direction."

—Vantive ERP Project Manager

 

 Accounting Software

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