Why PeopleSoft Implementations Fail, Part 2
In part one we identified some of the main reasons large PeopleSoft projects fail. Now let’s discuss how we mitigate these risks and implement for our clients successfully.
Risk: The solution is not tied to the business objectives.
- As outlined in previous blogs, one of the first activities we conduct is the BluePrint Workshop. The workshop identifies all of the project objectives, classifies them as strategic or tactical, prioritizes all of the objectives, identifies how we are able to measure each objective (after all, if you can’t measure it, it is challenging to determine if it was met). Finally we attach project success criteria to the objectives. These objectives are a part of the project charter which is expected to be signed off by the executive sponsor.
Risk: Scope is not managed.
- Every project has a well defined scope change management plan with appropriate escalations and approvals. Preferable is the approach that any change to scope once the fit/gap is completed requires a change order whether it is the smallest seemingly insignificant change or a very large change. All changes have must be approved by project management and executive sponsorship to be fully approved for the project.
Risk: Organization is not prepared for change.
- A full time organizational change management lead who is experienced with preparing organizations for change associated with PeopleSoft engagements should be deployed on the project. Organizational change preparedness is so much more than simply communication in that is requires its own discipline, expertise and dedicated skillsets.
Risk: Project team skills are not appropriate and unavailable.
- During the BluePrint Workshop we identify the required resources required from both the client and MIPRO. For each client resource we identify the very specific role and responsibilities along with the percentage of time they are required for the project. This information again becomes part of the project charter. Additionally, as outlined in the charter, these are the resources required to achieve the objectives of the project and be on time and on budget. We conduct a sanity check of resources against project objectives. We expect the executive sponsor to support the project and ensure the identified resources are available for the anticipated timeframe.
Risk: Executive Sponsorship is not strong and not visible.
- The role of the executive sponsor begins immediately with the BluePrint Workshop where the executive sponsor outlines why the project is important to the organization and identified corporate level objectives (that we then tie to the project objectives). The executive sponsor signs off on the project charter along with his/her expected role. We put the executive sponsor into the change process, issue escalation process and organizational change process.
Risk: The system is not sustainable by the client.
- Knowledge transfer is the cornerstone of our SD3 implementation methodology. Not only do we staff with the best and brightest, but we align resources directly to the appropriate client counterparts. Our design allows for the MIPRO team to understand the client business and for the client to understand PeopleSoft. By the end of the project we expect our clients to know as much as we do about PeopleSoft so they can sustain the system. Additionally we ensure shortcuts are not taken on testing and training. This is achieved if we plan appropriately upfront and execute well.
Risk: End users are not trained
- There are multiple factors used to ensure end user training. The first is a training strategy developed up front, early in the project. We also recommend a training lead to develop and lead the training efforts. UPK is a very valuable tool to help ensure end users are trained. We time end user training to coincide as close to go live as possible. As noted prior, with the proper planning we do not find ourselves in situations where the timeline is crunched and the project is looking for ways to cut corners (which usually results in training being reduced). Having the right staffing, dedication to training and planning allows us to ensure end users are trained appropriately.
Questions about this? Questions about how this would fit into your project plans/considerations? Don’t be shy — email me.
