1. Integrated project management company, Inc.
EXPERTS IN PROJECT MANAGEMENT CONSULTING
December 14, 2018

2. PMI Breakfast agenda Introductions and IPM Review
System Selection and Implementation
The Backbone of your Business: The Importance of Your Enterprise Level Software
The Big Picture: Understanding Your Ecosystem
Your Place in the Ecosystem: Selecting and Implementing your System
Key Take Aways
Questions

3. Integrated Project Management

4. Presenter Introductions
Project Management Consultant at Integrated Project Management
Senior Project Management Consultant at
Integrated Project Management
Bachelor of Science, Chemical Engineering
Bachelor of Science, International Relations
Master’s in Business and Organizational Security Management
experience
10+ years leadership, project management, CI and lean manufacturing
Fast Moving Consumer Product Goods
Organizational and Operational Assessment and Action Planning
experience
12+ years leadership, project and portfolio management experience
Life Sciences
Healthcare Mergers
Business Technology Ecosystem Assessment and System Selection and Implementation
AARON BURGER
PMP
DARREN MOE
MA, PMP

5. Our Company OUR SERVICES 7 LOCATIONS QUICK FACTS
Organizational stakeholders have trusted IPM since for flawless project execution across four industries (Consumer, Industrial, Life Sciences, and Healthcare), within 10 specialty service offerings.
7 LOCATIONS
Established in 1988
Nearly 400 clients from Fortune 100 to start-ups
Led nearly 4,000 projects, nationally and internationally
90% repeat business
Philanthropically Minded
QUICK FACTS

6. Our Mission & Beliefs HONESTY INTEGRITY Humility Respect Excellence
Responsibility
Caring
Spirituality
IPM derives its competitive advantage from its values- driven, self-motivated, and highly skilled employees: its most important asset.
Combined with a passion for excellence, honesty, ethical conduct, and uncompromising integrity, IPM achieves high- quality results.
ILPEx Gold Recipient (2018)
Fortune Magazine/Great Place to Work Institute® “Best Workplace” for 8 consecutive years
Malcolm Baldrige National Quality Award Award Recipient
Inc Honor Roll of “America’s Fastest-Growing Private Companies”
Forbes’ 2016 list of the 25 “Best Small Companies in America”
Foundation for Financial Services Professionals American Business Ethics Award
Wall Street Journal “Top Small Workplace”
Better Business Bureau International Torch Award for Marketplace Ethics

7. How We Have Helped Innovation Efficiency Infrastructure
Project Portfolio Management
Manufacturing
Mergers, Acquisitions, Integrations
Product Development
Business Process Management
Regulatory & Quality
Supply Chain Optimization
Change Management
Business Technology
Capital Project Management

8. System selection and implementation
What is it and what is the benefit?

9. The Backbone of your Business
Waste Management’s Years Long Legal Battle
Hershey’s Worst Halloween
The Special Case for Avon
Around 2005, the garbage disposal company, Waste Management, contracted SAP to create a $100 million ERP solution to assist with order management, billing and collections.
ERP did not work as expected and the company filed a massive lawsuit against SAP.
What worked for companies in Europe had yet to be configured for a U.S. market.
It does beg the question, though: Did anyone bother to test the software in the first place? A settlement was reached in 2010.
In Fall 1999, Hershey’s experienced a nightmare. A glitch caused $100 million worth of Hershey’s Kisses and Jolly Ranchers to go undelivered.
This occurred right before Halloween. Stock in Hershey foods dropped by 8%. Luckily, Hershey’s recovered quickly. However, the ordeal set an unfortunate precedent for ERP failures.
In 2013, cosmetic retailer Avon abandoned an ERP software project that allegedly became so difficult to use that it caused employees to leave the company. Avon becomes a bit of a special case since their “staff” are direct sales representatives, not true employees.
If the application requires more than your average mobile app, learning the system will take time . Over $100 Million and a significant number of employees later, you have to wonder how proper training could have helped the situation.

10. The big Picture “
People don’t want to buy a quarter inch drill, they want a quarter inch hole. Theodore Levitt ”
Your People and Organization don’t want and “ERP” or “CRM” they want a solution.

11. The Big Picture Enterprise Resource Planning (ERP)
Customer Relationship Management (CRM)
Business Intelligence (BI)
Voice Over Internet Protocol (VOIP)
Document
Management
Project Portfolio Management (PPM)

12. Building the Foundations
The Big Picture
DIFFERENTIATION
SYSTEMS OF RECORD
INNOVATION
Building the Foundations
UNIQUENESS
LEVEL GOVERNANCE AND CHANGE
CUSTOMIZATION
COST OF OWNERSHIP

13. Tying your business strategy to your Ecosystem evolution
Install and Configure Salesforce CPQ
Implement Sales Community in Salesforce
Flexible / Scalable solution for future growth
Automate Customer Service Support
2018
2019
2020
2021
Create Customer Self Service Website
Introduce New Products and Sales Model
Implement Service Cloud in Salesforce

14. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Requirements definition
VENDOR MANAGEMENT
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
What are your current business processes?
Are they defined and documented?
What are your desired business processes?
Your requirements are the difference.
Justify your requirements.
Are your business processes based on best practices or current system constraints?
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

15. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Vendor Management
VENDOR MANAGEMENT
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
Create a short list of vendors that meet your needs.
Use a request for proposal to help evaluate vendors.
Develop and use vendor selection criteria.
Make the vendors demo the system.
Outside of your requirements what other characteristics are you looking for in a vendor?
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

16. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Configuration and Design
VENDOR MANAGEMENT
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
Communicate frequently and consistently.
You are your business owner’s rep.
Rely on your vendor’s experience.
Rapid Prototype – Ensure vendors demo functionality as soon as possible.
How do you envision your role as a project manager in the configuration and design process?
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

17. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Integration and Migration
VENDOR MANAGEMENT
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
Start integration and migration planning early.
This is a cross functional effort. Engage other teams early.
Make sure you understand integration and migration specific requirements.
Integration and migration can and will impact your design and configuration.
Is you project successful if the new system can’t communicate with the rest of your ecosystem?
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

18. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Qualification and Testing
VENDOR MANAGEMENT
Develop use cases and a testing matrix to pressure test requirements.
Have end users conduct the user acceptance testing.
Provide feedback frequently.
Don’t skimp on testing!!!
Have a sandbox environment.
The more you sweat in peace, the less you bleed in war. - Norman Schwarzkopf
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

19. Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION
Pilot & Design
VENDOR MANAGEMENT
Pilot: Start Small
To reduce risk, start with a subset of your end users.
Communicate go live expectations to the organization early.
Moving to production takes time.
Have a response team.
How will your organization view the implementation of the new system?
Project Management
Change Management
IT Infrastructure
Training & Documentation 1 2 3 4 5 6
CONFIGURATION
& DESIGN
INTEGRATION
& MIGRATION
QUALIFICATION
& TESTING
PILOT & IMPLEMENT

20. Key Take Aways Your requirements define your project, not your system.
Your vendors can make or break you.
Demo new functionality often and frequently.
Don’t’ Minimize Integration
Have a Deliberate User Acceptance Testing Plan
Be Prepared for Surprises During Implementation

21. Questions?