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Change management and user adoption People were reluctant to learn something new, employees were dissatisfied with the training program, or users couldnt.

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Presentation on theme: "Change management and user adoption People were reluctant to learn something new, employees were dissatisfied with the training program, or users couldnt."— Presentation transcript:

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3 Change management and user adoption People were reluctant to learn something new, employees were dissatisfied with the training program, or users couldnt easily learn the complex system.Change management and user adoption People were reluctant to learn something new, employees were dissatisfied with the training program, or users couldnt easily learn the complex system. Customization to suit business processes System modifications were costly, and all the States reported the need to customize systems to suit government specific business processes. Most reported change orders costing anywhere from 5 to 20 percent of the original contract value.Customization to suit business processes System modifications were costly, and all the States reported the need to customize systems to suit government specific business processes. Most reported change orders costing anywhere from 5 to 20 percent of the original contract value.

4 Think PartnershipThink Partnership Get Buy-inGet Buy-in Dont RushDont Rush Think Long-termThink Long-term Consider StaffingConsider Staffing Stay FlexibleStay Flexible Communicate, Communicate, CommunicateCommunicate, Communicate, Communicate

5 OREGON STATE LOTTERY Enterprise Resource Planning Implementation 5

6 Oregon State Lottery First game issued on April 25, 1985 Since its inception the Lottery has continued to do good things for Oregon by transferring over $7 billion to support public education, economic development, state parks and watershed enhancement. 97 cents of every dollar played comes back to Oregon The Lotterys current product mix includes: Scratch-its SM and draw games including: Megabucks SM, Keno, Powerball ®, Mega Millions ®, Pick 4 SM, Win For Life SM, Lucky Lines SM and Raffle. The Lottery also offers Video Lottery SM games that include both poker and line games. 6

7 Reasons for the Project Need to do cost/project accounting Requires labor distribution Data driven decision making Easier, more detailed reporting Seamless integrated system One single source of truth Easy to use (familiar look and feel) 7

8 What worked… Strong Executive Sponsorship Agencys number one priority project Self funded (no legislative approval/oversight) Team member that has done it before Fixed bid implementation partner (not vendor) Expectations set and communicated prior to start 8

9 What worked… Dedicated champions/power users from each area Core teams day to day work backfilled so they could focus on the Project Increased transparency into business processes Asked and learned why Stopped a module when it wasnt working 9

10 What didnt Unable to change front end systems to meet the needs of the ERP solution Staff were unable to envision the full potential of the system Business process re-engineering Needed to customize more that initially hoped We were date driven 10

11 What would I do differently? Purchase modules when you are ready to implement them Review and purchase user licenses that make sense for your organization Business process re-engineering More hands on research of the system and how to leverage the system to replace manual processes Have a separate team responsible for Organizational Change Management 11

12 Whats next for the Project? Payroll Human Resources (including Position Control) Cost Accounting Module Project Accounting and Tracking Module 12

13 Benefits for the rest of the State Identify legislative changes needed Build the road map for others to follow Share research and lessons learned with other agencies Look at shared services or center of excellence model 13

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15 Before Implementation Perspective During Implementation Perspective After Implementation Perspective Final Thoughts on Lessons Learned

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17 Executive Sponsorship ERP Project Implementation Leadership ERP Project Implementation Leadership IT or Business Leader IT or Business Leader Department & Agency User Buy-In Project Completed within Current Administration Sufficient Project Funding Project Staffing (Both Project & Current Operations) Consider the Cloud Define Project Success & Anticipated Benefits

18 Pre RFP Process Vendor/Customer Research Obtain Vendor Demos Before RFP Development Customer References – Both Successful & Failed Projects Conduct Site Visits RFP Development Options Checklist vs. Essay – Focus on How not What Split vs. Combined Procurements Acquisition thru GSA, Sole Source or State Contracts Focus only on Core Needs Defer Extended Functionality Reduce Requirements for 3 rd Party ISV Solutions

19 Choose a System Built for GovernmentChoose a System Built for Government Buy Vanilla – No Customizations Buy Vanilla – No Customizations Beware of Best Practices Claims Beware of Best Practices Claims Computer Speak for Software is too Inflexible to Adjust to Your Business Needs without Substantial Customizations Computer Speak for Software is too Inflexible to Adjust to Your Business Needs without Substantial Customizations Cost Evaluation CriteriaCost Evaluation Criteria Include Both Application AND Database Software Licenses Include Both Application AND Database Software Licenses Reduce Maintenance CostsReduce Maintenance Costs Do NOT Purchase Additional Modules until you are Ready to Implement any Extended Functionality Do NOT Purchase Additional Modules until you are Ready to Implement any Extended Functionality Direct Correlation between Extended Functionality and DissatisfactionDirect Correlation between Extended Functionality and Dissatisfaction Tends to delay projects, lower productivity, and promote shelf-waresoftware that goes unused Tends to delay projects, lower productivity, and promote shelf-waresoftware that goes unused Prioritize Ease of Use & Agility to ChangePrioritize Ease of Use & Agility to Change

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21 Communicate Project Activities & Status to ALLCommunicate Project Activities & Status to ALL Partner with Your Vendor & System IntegratorPartner with Your Vendor & System Integrator Your Work Plan and Schedule is Just a PlanYour Work Plan and Schedule is Just a Plan Adjust as Necessary Adjust as Necessary LIMIT Customizations to Regulatory RequirementsLIMIT Customizations to Regulatory Requirements Minimize Change Orders – Limit only to items not included in RFPMinimize Change Orders – Limit only to items not included in RFP Leverage the Value of Shared Services CapabilitiesLeverage the Value of Shared Services Capabilities

22 Adopt Technologies that You Commonly UseAdopt Technologies that You Commonly Use Do NOT Go-Live at Beginning of the Fiscal Year or Calendar Year (Comprehensive Data Conversion)Do NOT Go-Live at Beginning of the Fiscal Year or Calendar Year (Comprehensive Data Conversion) Implement Business Intelligence FIRSTImplement Business Intelligence FIRST User Training – Focus on Ease of Use – Not Complex or Rare ExceptionsUser Training – Focus on Ease of Use – Not Complex or Rare Exceptions Improve User Adoption with User InclusionImprove User Adoption with User Inclusion Staff Field Production Roll-out & Triage Help Support TeamsStaff Field Production Roll-out & Triage Help Support Teams Recognize and Plan that the Project is Only Half Way Complete at Go-Live PointRecognize and Plan that the Project is Only Half Way Complete at Go-Live Point

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24 Include Sufficient Post Implementation SupportInclude Sufficient Post Implementation Support Maintain the Partnerships with Your Software Vendor & System IntegratorMaintain the Partnerships with Your Software Vendor & System Integrator Demand Accountability from Software VendorDemand Accountability from Software Vendor Software Bug vs. Enhancement Software Bug vs. Enhancement Beware of Works as Designed Beware of Works as Designed Make Sure Your Employees are Proficient with Your SystemMake Sure Your Employees are Proficient with Your System Continuous & Refresher Training Continuous & Refresher Training Training Certification Program Training Certification Program Obtain Software Vendor Demonstrations on Current Product – See what the system is capable ofObtain Software Vendor Demonstrations on Current Product – See what the system is capable of Validate Internal ControlsValidate Internal Controls

25 Continually Meet with End UsersContinually Meet with End Users Interact with Similar OrganizationsInteract with Similar Organizations Maintain & Update Business Intelligence DashboardsMaintain & Update Business Intelligence Dashboards Minimize Software CustomizationsMinimize Software Customizations Explore Cloud AlternativesExplore Cloud Alternatives Continue to Extend Shared ServicesContinue to Extend Shared Services Test & Retest any Changes and any One Time or Year End ProcessesTest & Retest any Changes and any One Time or Year End Processes Stay Current with Your Vendors Software ReleasesStay Current with Your Vendors Software Releases Understand the Vendors Future Product RoadmapUnderstand the Vendors Future Product Roadmap Communicate, Communicate, CommunicateCommunicate, Communicate, Communicate

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