The Implementation of BPR Pertemuan 8 Matakuliah: M0734-Business Process Reenginering Tahun: 2010

Deployment Phase Deployment Phase :  Why ?  How ?  Outputs  Risks 3

Why ? 4 All solution and process improvement that has been designed and developed are brought to life All people change management activities take place

How ? 5

Step 1 : Communications 6 Maintain two-way communication with users in the project to solicit feedback and suggestions from them Deal with feedback, do not ignore it

Step 2 : Deployment Strategy Big Bang 7 The proposed change is introduced in one major overhaul The proposed change is introduced step by step (e.g. by location or business unit), with the next roll-out starting before the previous one is finished Parallel Relay The proposed change is introduced step by step, with each roll-out only starting once the previous one has been completed Combination A combination of the abovementioned implementation approaches – perhaps a small pilot and then building up to larger implementations

Step 2 : Deployment Strategy 8 AdvantageDisadvantage Fast to implementThe risk of disruption to the business is high AdvantageDisadvantage A relatively fast implementation, and the ability to make use of lessons learned from preceding implementations is valuable Additional resources will be required to assist with overlapping implementations, and the coordination of these simultaneous roll-outs will be high and potentially complex

Step 2 : Deployment Strategy 9 AdvantageDisadvantage Quality, as the lessons learned from the preceding roll-out(s) can be fully taken into account and the same implementation team can be used Lack of speed, as this implementation could, depending upon the circumstances, take some time to complete AdvantageDisadvantage Provides the organization with the benefits of tailoring the roll-out to the specific situation; flexible and yet still manageable

Step 3 : Train Staff Implementation of Training developed in People and Technology Development Phase 10 May take in a form of formal courses or on-the-job training, mentoring and coaching may continue during business tests and pilots Suggestions : Small doses of just-in-time training Individual training sessions, ensuring that people know when their session is scheduled Test competencies after training Monitor job performance after an appropriate period of time Training aspects Key activities of automated solutions Impacts of the proposed solution Which existing bottlenecks will be tackled Any new bottlenecks the participants expect to arise during the implementation period The benefits and possibilities of the proposed solution

Step 4 : Business Tests and Pilots User Acceptance Tests by Business Users 11 Involve customers and suppliers, where appropriate Have strong project management of the testing steps Have a feedback mechanism that is easy to use Listen and communicate honestly Have a mechanism to measure and share the results of the tests Always be prepared to make changes ‘on-the-fly’ and feed these back into the deliverables (development) cycle Communicate results of pilots and testing Get testimonials from staff, customers and suppliers Celebrate success and reward team members (project team and business) Important Considerations:

Step 5 : Rollout, back-out and contingency plans 12 Complete individual plans for each business unit involved in the roll-out Develop plans collaboratively with management and staff Plan for multiple planning session, ensuring that the project accommodates mistakes and continually learns and adjusts the plans accordingly Ensure that individual expectations of people are crystal clear, so there is no room for any misunderstanding Have a ‘dry’ run (practice) of the back-out or roll-back and contingency plans, make sure that it works and continue these ‘dry ‘ runs until any doubt is removed

Step 6 : Marketing Programs 13 Run a formal marketing campaign of your process improvement in the marketplace, specifically targeting external stakeholders Use multiple approaches to marketing and have your top customers informed by senior executives as much as possible

Step 7 : Roll Out 14 Make sure old processes and supporting systems are decommissioned after complete successful roll out of the new process Reporting relationship and organization structure changes may require some to time to take place, as will the initiation of any new roles and incentive schemes based on performance results

Outputs  Trained and motivated staff  Improved or new processes that work satisfactorily 15

Risks Mitigation Strategy Business training/testing becomes show-stopper Ensure that the requirements are discussed and clarified with the business, key users and stakeholders as early as possible Project team can not deal with all problems and inquiries at the start of deployment and during early stages Involve super users and ensure they are capable, available, and willing to help Stakeholders are not kept informed Communicate, communicate, communicate Lack of expertise in business to complete UAT Business may need some coaching in completing UAT, project team must provide coaching and guidance Testing is neglectedTesting should never be compromised. If required, extend deployment date to allow for proper testing 16