enterprise software implementation - a new approach
TRANSCRIPT
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EnterpriseSoftwareImplementation:
ANewApproach
HowaniterativeapproachtoimplementingSabisudeliversbusiness
benefitfasterandwithlowerrisk
WhitePaper
By
TimSharpeCEO&co-founder
@timjsharpe
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Contents
1. INTRODUCTION...........................................................................................................3
2. CHALLENGES...............................................................................................................4
2.1. SELECTIONMECHANISM........................................................................................................................................4 2.2. COMMERCIALTERMS........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ..........52.3. USERADOPTION&TRAINING.......... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... .......62.4. RISK.......... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... .......7
3. DEFININGABETTERAPPROACH..................................................................................8
3.1. PROPERTIESOFANIDEALAPPROACH.................................................................................................................8 3.2. TROJANMICE...........................................................................................................................................................9 3.3. OVERVIEWOFTHEPROCESS..............................................................................................................................10 3.4. SCOPE.....................................................................................................................................................................11 3.5. OUTLINEDELIVERABLES....................................................................................................................................12 3.6. CUSTOMERRESPONSIBILITIES...........................................................................................................................13
4. PROCUREMENTCONSIDERATIONS............................................................................14 4.1. SELECTINGINNOVATIVESOFTWARE................................................................................................................14 4.2. AFAIRCOMMERCIALMODEL............................................................................................................................15
5. STEP-BY-STEPGUIDE.................................................................................................16
5.1. FINDINGTHERIGHTPROBLEM..........................................................................................................................16 5.2. DEVELOPSTAKEHOLDERSUPPORT.......... ........... ........... ........... ............ .......... ............ ........... ........... ........... .....175.3. REFERENCESITES................................................................................................................................................18 5.4. DEVELOPTHEPOINTSOLUTION........................................................................................................................19 5.5. DEPLOYTHEPOINTSOLUTION..........................................................................................................................20 5.6. SEEKFEEDBACK...................................................................................................................................................21 5.7. REVIEW............ ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... ........... .......22
5.8. THENEXTTROJANMOUSE.................................................................................................................................23
Figures
Figure1.ApproachOverview......................................................................................................10
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1.Introduction
Enterprisesoftwareistypicallysecure,resilientandpowerfulbutitcanbe
difficulttoselectandimplement,withsignificantcostandriskinvolved.Often
benefitsareover-statedandtakesometimetobeseeninrealterms.
Thiswhitepaperoutlineshowitspossibletotakeadifferentapproachbydeliveringsubstantialchangeintargeted,lowrisk,highvaluesolutions.These
solutionsarealignedtobusinessstrategy,meetagenuineneedandcarrygreat
businessbenefit,yetaredeliberatelysmallinscope.Theyaremoreeasilymanagedthanlargeimplementationsandcarrylessfinancialandoperational
risk.
ThisapproachhasbeensuccessfullyadoptedbytheSabisuteamindeliveringthe
Sabisuplatform,resultinginchangestothedesignoftheplatformtohelpmeet
nicherequirementseasily.
Thiswhitepaperstartsbylookingatsomecommonchallengesfacedwhendeployingenterprisesoftware,includingsoftwareselection,commercialterms
andrisk.
Itthenlooksattheproposedalternativeapproachinthreesections; Definition
o How an ideal approach would be designed to be iterative and manageableo Properties and concepts that have informed the development of the process.o Scope, outline deliverables and responsibilities for each iteration of the
process.
Procuremento How the procurement process must reflect the nature of innovative software
solutions and their vendors.o How a well designed commercial model can be fair to all parties.
A typical iterationo Key considerations for each step in the iteration.o Focus on delivering business benefit and development of a complete
solution.
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2.ChallengesSomecommonchallengesorganisationshavetoovercomewhenselectingand
deployingenterprisesoftware.
2.1.SelectionMechanism
Startingatthebeginning,withtheselectionprocess;itsoftenaprocessthats
greatforprocurementcompliance,butnotsogreatforgettingtheright
enterprisesoftware.WithoutdwellingtoomuchontheRequestForProposal/Informationprocessitself(see
http://go.microsoft.com/fwlink/p/?LinkId=208380foradetaileddiscussion)its
fairtosaythatatraditionalRFP/Idrivenprocurementprocessdoesntguaranteethebestresults.
AtypicalRFPprocurementprocessstartswithanexecutivedecisiontoprocurea
strategicsolution.TheexecutivegetsaprojectmanagertobuildtheRFP/Ibysurveyingaffectedparties.VendorsrespondpositivelytotheRFP/Isotheycanbeinwithachanceofwinningtheinevitablebeautypageantwherethevendors
gettheirchancetopitch.Thebestsalesteamwinsnotnecessarilythebest
software.Infact,experiencedsalespeoplewillshortcuttheprocesswhereverpossible,goingstraighttotheexecutivewhostartedtheballrolling.
Thisapproachdoesntguaranteetherightsoftwarewillbeselectedasitdoesnt
allowforallthefactorsthatinfluencesuccessfulimplementationandadoptionof
enterprisesoftware.Italsodoesntallowforparticularlyinnovativeneedsor
solutions,wheretheremightbeonlyonesolutiononthemarketasiscoveredintheSelectingInnovativeSoftwaresectionbelow.
Itsalsotoorisky;oncetheselectionismadeandcommercialtermsagreed,the
procurementprocessoftenseenascomplete,whereinfactitsjuststarted;theongoingmaintenanceanddevelopmentofthesoftwareshouldseecontinued
procurementinvolvementthroughoutthesoftwaresfulllife-cycle.
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2.2. CommercialTermsEnterprisesoftwarehastraditionallybeenofferedonalicenseplusannualmaintenancemodel,wheretheannualmaintenancechargediscalculatedasa
percentageofthelicensecost.Thesecostsareoftensetashighaspossiblebythe
vendorastheyexpecttobenegotiateddownduringtheprocurementprocess.
Thelicensemaybepayableupfront,ormaybeannual.Typicallythecostwillbecalculatedonfactorslike:
Feature SetIts relatively common for enterprise software vendors to charge an initial fee basedon feature set. Typically the offered software will be priced according to the marketsegment. Complex pricing models that lack transparency can be a barrier to entry forcustomers, or for senior management sign off of procurement decisions.
UsersA license per seat is quite usual; this may be user specific, machine specific, or a
non-specific maximum number of users. Often large enterprises enter into enterpriseagreements effectively bulk buy contracts. Either way, every new user adds cost.
Data pointsSome process industry software is charged by the number of data points to beaccessed. As the tendency is never to delete data points but add more as thebusiness evolves, the total cost also increases.
Data stored/accessedParticularly and understandably prevalent in cloud solutions, this sees theenterprise incurring additional cost as solution starts becoming used in earnest. Aswith the data point model above, the tendency is for data stored to increase.
Enterprise search solutions are often seen following a similar model, where cost isdependent on the number of documents to be indexed.
Theannualmaintenancecostisthenbasedonthelicensetypically15%to20%
ofthelicensecost.Thismaintenancecostcanthereforebesignificant.Generally
annualmaintenanceincludesupgradesandadefaultlevelofsupport.
Generallyasusageofthesoftwareincreasesthecosttotheenterpriseincreases.Thereforeoncethecostreachesaprohibitiveleveltheenterprisestartstoration
usage.Thisissomewhatcounter-productivegiventhatthesoftwareisrequiredandisexpectedtodeliverbenefit.
Wouldntitbegreatifenterprisesoftwarewassubjecttoacommercialmodel
thatencouragesitspropagationandincreaseduse?
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2.3. UserAdoption&TrainingOftenenterprisesoftwarerequiressignificantusernumbersbeforeitstartsdeliveringbusinessbenefit.Thisargumentisparticularlyprevalentinsocial
business,collaborationorbusinessprocessexecutionsoftware.
Mostenterprisesoftwareisdesignedwiththebusinessinmind,ratherthanthe
enduser;itsfocusissecurity,process/dataintegrityandcontrol.Theseareworthyandnecessaryprinciples.
Oftentheresultissoftwarethatisinsomewaynon-intuitiveandsoasignificant
amountoftrainingforend-usersisrequired.Thisbothincreasestheexpense
andthelikelihoodthatsomeuserswillnotadoptthesoftwareparticularlythosewhohavenocausetouseitday-to-day.
Wouldntitbegreatifanyusercouldderivemaximumbenefitfromenterprisesoftwarewithouttraining?
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2.4. RiskEnterprisesoftwaretraditionallycarriessignificantriskbothintermsofimplementationandoperation.
Implementingenterprisesoftwareshouldbelowrisk;untilthesoftwareisoperationalitshouldbepossibletochangeorevencanceldeployment.However,
fundingisusuallystaged,reputationsinvestedandtightcontractsdrawnupsothatmid-waythroughdeploymentachangeisdifficultandpainful.
Ifenterprisesoftwarewaslessexpensivetolicense,deployandsupport,then
organisationscouldmakemorebalanceddecisionsabouttheprocessof
implementation.
Oftenenterprisesoftwareisdeployedacrosstheorganizationwithinasingle
project,asquicklyaspossible.Thisisahighriskstrategyintermsofcost,asitfront-loadsspend,andschedule,asanydelaysresonatethroughtheplancausing
slippage.Itsalsohighriskintermsofoperationsasmanyusersneedtobetrainedsimultaneouslyorinquicksuccession.
Wouldntitbegreatifbenefitcouldberealizedthroughpartialadoptionandthroughoutagradual,well-manageddeployment?
Operatingenterprisesoftwareshouldbelowrisk;thesoftwarehasprobablybeendesignedandimplementedbyexperts.However,itoftenleadstoincreased
andsometimeunsustainabledrainsonfundingandexpertisewithintheIT
functionastheuseofthesoftwaregrows.Organisationsareunderstandablyreticenttotakeonnewsoftwareasitcarrieswithitunforeseenoverhead.
Wouldntitbegreatifenterprisesoftwarewasdesignedtoalleviateresource
andfundingstressontheITfunction?
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3.DefiningABetterApproachHowanidealapproachshouldbedesigned;iterative,manageable,lowrisk,with
highimpactrapidlyachieved.
3.1.PropertiesofanIdealApproach
Giventhechallengesofcurrentapproachesasdetailedabove,analternative
approachwouldhavepropertiessuchas: Limited initial spend
Low initial effort
Low initial risko Revenueo IT and business continuityo Security
Thisapproachwouldchooseastrategic,scalablesolutionbutstartwithasmall
deploymentfocusedonsolvingaparticularproblemtoensurequalityandsuitability.Thisfocusensuresvalueisaddedbothimmediatelyasthecurrent
problemisresolvedandinthefuture,astheidealproblemwillberepresentative
ofothersintheorganization.Thesolutionisastrategicone.
Althoughtheapparentoppositeofthemassroll-out,big-bangapproach
requiredinsomebusinesstransformationprogrammes,infactthisapproachcouldbetheessentialprecursortosuchprogrammesasitreducestheirrisk
exposuresignificantly.Theinitialdeploymentmaybeintentionallyfocusedbutthesolutionisstrategic.
Whilstoftenthelargertransformationprogrammesaredeliveredusingaspecificmethodology,theidealapproachwouldbeasusefulasanrepeatabledelivery
methodasitwouldbeforaproofofconcept.Indeed,theiterativemodelis
perhapsabetterwaytotrulyachieveenterprisechange,assuggestedintheTrojanMicesectionbelow;itallowsconstantfocusonthecustomers.
Oneofthebenefitsofstartingwithalowriskpointsolutionisthatthekey
procurementdecisionpointscanbeincorporated,informingprocessratherthan
leavingitseparate.Theprocurementprocessismademoreefficientasaresult.
Enterprisesoftwareisvaluablebecauseoftheproblemsitsolvesandefficienciesitintroduces,soallpartiesbenefitfromrealizingrealbusinessbenefitasquickly
aspossible;theresnobetterwaytodemonstratetheplatformspotentialwhen
implementedevenwithasmallsubsetofcustomerdataorsmallteam.
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3.2. TrojanMiceThisapproachisknownwithintheSabisuorganizationasthetrojanmouseapproach,ascreditedtoPeterFryer(http://www.trojanmice.com/index.htm).
Enterprisesoftwareimplementationsrepresentaparticularnichekindofenterprisechangeprogramme.Suchprogrammesarefrequentlyexpensive,time
consumingandambitious,yetdelivervariedresultsandlimitedchange.Asanexample,enterprisesoftwareimplementationsareoftenexcellentatreproducing
thesameproblemsonanewplatform.
Thetrojanmouseconceptdescribes:
small,focusedchangeswhichareintroducedinanongoing,inconspicuous
waysmallenoughtobeunderstoodandownedbyallconcernedbuttheir
effectscanbefar-reaching.PeterFryer
Applyingthisconceptappealsgiventhepropensityofenterprisesoftware
deploymentstobehigh-riskandhigh-costwithbusinessbenefitrealizedlateon
inthelife-cycle.
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3.3. OverviewoftheProcessTheprocessproposedinthispaperwouldrunasfollows:
Find the right problems
Identify well-defined, high impact business problems to address.
Develop stakeholder supportEngage stakeholders to validate the problem and assist in the identification of asolution.
Visit reference sitesConsult other users to learn from their experience.
Develop the point solutionIterative, developers working directly with end-users.
Deploy the point solutionEnsure business change is appropriately managed for communities of users, pilotingwith smaller communities if required.
Seek feedbackCommunicate successes, highlight benefits, build momentum.
ReviewCheck strategic fit, identify other business problems that might benefit.
Oncethisprocesshasbeencompleted,thenitsintothedeploymentprocess,
whichisforanotherwhitepaperbutwillfollowaniterativemodelwiththesame
orsimilarelements.Fig.1showshowtheapproachcouldbethebasisforthis.
Figure1.ApproachOverview
Notethatapilot-apre-roll-outstageintendedtoensurethattheroll-outisofa
highquality-couldbeincludedintotheDeploypointsolutionprocess.
Thereisamanagementprocessthatrunsinparallelinvolvingthedevelopment
andacceptanceofaproposaltocovertherequiredwork,alongwithan
appropriatepurchaseorder.ThiswouldbecompletebeforethestartoftheBuildphaseshowninFig.1.
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3.4. ScopeThescopeofeachiterationoftheprocessistoimplementaniterationresultinginafullyworkingSabisusolutionalbeitasolutiontoanicheproblem.This
couldbeadeliverableaspartofalargerplan,oraSabisuproofofconcept.
Theprocessincludes:
Evaluation of technical landscape to ensure Sabisu will deliver as required
Installation and configuration of Sabisu On-Premise onto one hardware platformor the installation & configuration of a Sabisu On-Premise Appliance
Configuration of connection to data sources typically a single data source initially
Integration with Active Directory environment
Creation of communities (usually 3 or 4)
Creation of reporting dashboards (usually 2 pages, each with 5 widgets)
System familiarisation for key users
Regular review and evaluation of the implementation
Support for any further engagement
Inordertodeliveracompetitivelypriced,rapidproofofconceptthetargetsystemsforintegrationareintentionallylimited.
Theidealstrategicpartnershouldbepleasedtoassistpost-projectbyattending
usergroupsorworkshops.Indeed,theimplementedproductismadestronger
andimplementationshigherqualitybycloseinvolvementofdeveloperswithusers.
Conventionalenterprisesoftwarewouldrequireasignificantamountoftraining
witheachiterativedelivery.ThishaseffectivelybeendesignedoutoftheprocessbybuildingSabisutobesointuitiveanduserfriendlythatuserscanfindtheirownwayaroundthesystem;weusemodernuserinterfacedesign
principlestomaketheexperienceasconsistentwithmassmarketwebplatforms
aspossible.
Ifthescopeistodeliveraproofofconcepttheobjectiveistoleavethecustomer
withasolutionthatuserscaninteractwithastheywouldafullimplementation;itsnotexpectedthatthecustomerwillbesufficientlyfamiliarwiththeplatform
thattheycancarryoutcomplexconfigurationactivitiesthistendstonaturallyfollowinsubsequentphases.
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3.5. OutlineDeliverablesThekeyfinaldeliverableisatestedandoperationalSabisuproofofconcept.Thefollowingaretypicallyrequired:
Technical Evaluation
o Active Directory Implementationo Outbound/Inbound Connectivityo Access to Target Systemso Other Integration Potentialo Hardware Platform Suitability
Installation of Sabisu On-Premiseo Installationo Activationo Verification
Connectivity to specified data source
Active Directoryo
Connectiono Configuration of evalution userso Verification of internal login & redirection to On-Premise
Creation of communitieso Usually 3 or 4, after which users should be able to create their own (see
System Familiarisation)o To be specified by customer
Creation of solution, e.g., reporting dashboardo Usually 2 pages, after which users should be able to create their own (see
System Familiarisation)o 5 widgets per page, illustrating different Sabisu capabilities and key customer
requirements
System familiarisation for key users
o One sessiono Community creation and administrationo Community page creation and administrationo Creating new pages from widgets
Review of progress and evaluation of ongoing requirements
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3.6. CustomerResponsibilitiesAsimpliedintheOverviewoftheProcesssectionabove,acustomercommitmentofresourceeffortandfundingisrequiredtoensuresuccess.
Ideallyacustomerseniortechnicalresourceismadeavailablesoastoensureaccesstobothsystemsandotherexpertiseintheorganization.Thesenior
technicalresourcemayberesponsiblefortheimplementedsystem,itsmaintenanceandimprovement.
Aswouldbemadeclearinaproofofconceptproposal,thecustomerwouldhave
responsibilitiesaroundthefollowing:
Documentation
Its important to get the process off to the right start, which means it can only beinitiated in response to acceptance of a proposal. This ensures a joint understanding
of priorities and deliverables.
Problem definitionIn order to get the best value from the proof of concept all parties should be clear asto the identified problem, allowing the most important content to be prioritised duringthe build process.
System accessAppropriate and timely access to data sources is required if implementation andintegration is to be efficiently carried out.
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4.ProcurementConsiderationsProcurementprocessesareoftennotoptimizedforthepurchasingofinnovative
softwaresolutions.Thissectiondiscusseshowtheycanadjust.
4.1.SelectingInnovativeSoftware
AsdescribedaboveinSelectionMechanism,procurementprocessescanhave
difficultywithparticularlyinnovativerequirementsorsolutionswhereasingle
vendormayofferauniquesolution.Inthiscase,thetraditionalcommodityprocurementapproachhasaproblemthereisnocompetition.
SomethinglikethistendstohappenwithSabisu-itsinnovativefeaturesetputsitinaclassofitsown.Inadditiontheresponsiveandinclusivenatureofthe
Sabisuorganizationcausesapartnershipwiththecustomertobedevelopedearly.Thiscouldbeseentodisadvantagecompetitors.
Howeverthispartnershipisjustasimportantasthefeaturesetbecausetheproductisnotthesolution;itstheproduct,implementationandsupportthat
createsaworkablesolution.Thisissometimesreferredtoasthewholeproduct,
ascreatedbyRegisMcKennaandpopularizedbyGeoffreyMoore.
Insteadofthencreatinganartificialcompetitiveenvironmentagainstwhichtoevaluateaninnovativesoftwaresolution,wedrecommendtheprocurement
processlooksatthe: Feature set
Implementation
Support Cost
Benefit
Strategic fit
Withallthesefactorstakenintoaccountthelikelihoodofcreatingastrategicpartnershipisgood.
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4.2. AFairCommercialModelTheSabisucommercialmodelisdesignedtoencourageuseoftheplatformwhilstbeingfairtoallparties.
Sabisuhastwokeycomponents;thecloudserversandtheon-premiseservers.
UseofSabisuscloudcomputingcapabilityisfreeofcharge.Thisencouragescollaborationbetweenusersandenterprisesandcreatesmoreefficientbusiness
processesasaresult,asoutlinedinthewhitepaper,RebootingOperationalIntelligence.
ForenterprisesthatrequiresignificantSabisucloud-basedfilestoragewenegotiateindividualtermsperGBpermonthused.
Useoftheon-premiseserversoftwareiscoveredinasingleannualchargethatcoversmaintenanceandlicensetouse.Thelicensepermitsunlimitednumbersof
userssoastopromotegrowth.
Theannualon-premiseserverchargehasthreetiers,withthecostdependingon:
Data sources
Permits customers with simple needs to be charged less.
Processor coresAccommodates customers with virtualised server environments and permitsappropriate and fair charging depending on requirements.
Someservicesessentialtotheengagement,buildanddeploymentwillbecostedintoanyproofofconceptproposal.
Allcommercialnegotiationsareopenbookandtransparentastheyshouldbe
withatrusted,strategicpartner.
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5.Step-by-StepGuideKeyconsiderationsforeachstepinantypicaliteration,focusingondelivering
businessbenefitanddevelopmentofacompletesolution.
5.1.FindingtheRightProblem
Ideally,theprocessstartswithadefinedbusinessneed.Oftenthebusinessneed
developstoindicateastrategicneed,e.g.,auseridentifiesaneedforaKPIreport
thathighlightstheneedforanewreportingplatform.
Whilstthestrategicneedmightdemandastrategicsolution,theinitialstep
shouldbetoidentifytheproblemsthatneedtoberesolved.TypicallywithSabisutheseproblemsareexpressedinbusinessprocessormanagement
visibilityandcontrolterms.
Onceaselectionofproblemshasbeenidentifiedtheyneedtobenarroweddowntooneortwothatare:
Precise and well boundaried, i.e., with clear scope
Low operational risk
High impact, either in terms of customer satisfaction, demonstrating potential,reducing cost or increasing revenue
Stakeholder supported, or likely to engender stakeholder support
Limitingthescopetohighvalueproblemssuchasthesewillallowthemaximumbenefittobedeliveredandthesolutionspotentialtobedemonstrated.Evenif
thenumberofusersaffectedisinitiallysmallthisapproachcandelivergreat
benefit.
Itsimportantthatthesolutionisapplicabletootherproblemsinthefuture.ExamplesofnicheproblemsappropriateforprovingSabisuhaveincluded;
Energy Usage Monitoring
o Make energy usage data from data historian available to management teamo Proved integration, presentation and collaboration capabiliities of Sabisuo Precise measurement and reporting problemo Significant benefit as any energy saving has significant cost impacto Small, focused team
Digital Signageo Make key operational data available on public screens around organisationo Proved integration and presentation capabilities of Sabisuo Low risk, high visibility and impacto Small deploymento Limited number of specific KPIs to address
Shift Managemento Deliver Shift Logging capability alongside operational data for Shift
Management teamo Proved integration, collaboration and rapid development capability of Sabisuo Operational impacto Small, focused team of Shift Managerso Senior management relevanceo Opportunity to exploit integration capabilities of Sabisu.
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5.2. DevelopStakeholderSupportDependingonthenatureoftheidentifiedproblemsitmightbeappropriatetostartthisprocesswithseniormanagement,oritmightbethatanappreciationof
thebusinessproblemsastheyareexperiencedoperationallyistherightstarting
point.Stakeholdersupportvalidatestheproblem,engagesstakeholdersinthearchitectureofasolutionearlyandensurestheproblemissufficientlywell
understoodtoselectanappropriatesolution.
Thevalueofstakeholdersupportshouldnotbeunderestimated,withtheprovisothatsometimesuserscannotvisualizethebenefitofastep-changeincapability
thatnewtechnologywillbring.Thereforesometimesitisnecessarytobuildout
theproofofconcepttobuildstakeholdersupportanotherreasonwhyaninexpensiveandlowriskapproachispreferable.
SeniorManagementsupportisimportantearlyintheprocess.Asdiscussedabove,sometimesthismeansbuildingalowcostproofofconceptwhichfalls
withindiscretionaryspendlevelssoastoallowSeniorManagementtovisualizethepotentialofthesoftware.
EvenifSeniorManagementsupportforthestrategicsolutionisntforthcoming,thepointsolutionmaystillbevalid,soiftherightproblemischoseninthefirst
placeallconcernedcanlooktotheproofofconcepttocontinueaddingvalue
evenifitsnotdevelopedintoawidelydeployedsolution.
Iftheproblemsidentifiedmeetthecriterialaidoutaboveandaredescribedin
termsofbusinessimpactandalignmenttothestrategicgoalsofthebusiness,SeniorManagementengagementshouldbenoproblem.
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5.4. DevelopthePointSolutionWithstakeholdersinsupportandanunderstandingofhowothercustomershaveapproachedsimilarproblemsnowisanappropriatetimetodevelopthe
solution.
ThisisthepointintheprocesswhereitemsidentifiedinOutlineDeliverables
sectionbegintobeproduced.
ThefirststepindevelopingthepointsolutionistoinstalltheSabisuOn-Premiseandconnectittotheappropriatedatasources,whichinvolves:
Technical Evaluation
Installation
Connection
Sabisuisdesignedinsuchawayastomakethisarapidprocessexactlythe
oppositetoenterprisesoftwarewhichseekstomaximizeservicesrevenue.
FollowingthisasmallnumberofusercommunitiesarecreatedwithinSabisu,eachholdingasmallnumberofusersnecessarytosupportdevelopment.These
communitieswillexpandorganicallyasmoreusersarerequiredtotest.
Asthisisapointsolutiontoaspecificproblemitslowriskandsuitablefora
collaborative,iterativeapproach.Thereforeitscommontohavedevelopersworkcloselywithend-userstoensurethatthesolutionmeetstheir
requirements.
Anotherfactorsupportingtheiterativeapproachandoneoftheadvantagesof
implementingaplatformlikeSabisu-isthattheresnodevelopmentassuch;the
solutionisprovidedasanumberofcomponentsthatareconstructedrapidlyinadedicatedSabisudevelopmentenvironment.
IncaseswherecustomdevelopmentisrequiredusingtheSabisuAPI,the
iterativeapproachholds.Whilsttheuseofadevelopmentenvironmentlike
VisualStudiomayberequired,SabisusAPImakesthedevelopmentmucheasierandallowsforarapidrateofprogress.
Duringthedevelopmentprocessitmightbeappropriatetoreleasebetaversionsofthesolutiontoselectedusers.Thisiseasilyaccommodatedbysetting
upapre-releaseusercommunityandmakingthesolutionavailabletothosewithinit.Whenthesolutionisreadytobepublishedthedevelopersimplymakes
theelementsavailabletothewiderusercommunity.
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5.5. DeploythePointSolutionDeploymentofthesolutionisinvariablyasimpleaffair.Whenthesolutionisatanacceptablelevelofquality,thedevelopermakesitavailabletothewider
community.
Aseniorusercanthensharethepagesthatmakeupthesolutionwiththe
communityorwithselectedusers,whocaninturndothesamethingwithintheconstraintsofdatasecurityandadministrativecontrol.Thisleadstoamanaged
butrapiddeploymenttotheuserswhoneedthesolution;acontrolled,administered,viralexpansionoftheuser-base.
Atthispointtheeffortsexpendedearlierintheprocesstodefineanicheproblem,properlyevaluatethetechnicalenvironmentanddevelopthesolution
collaborativelybegintopayoff;thesolutionisusuallyagreatfitfortheproblem
asitsbeenvalidatedandoptimizedconstantlythroughouttheprocess.
Thedeploymentprocessisalsousuallyiterative,asusersmayhavedifferentlevelsofaccesstothedatasourcesornewusersareintroducedtothe
communities.Theseissuespresentfewproblemsandareusuallydealtwithby
end-userswithlittleloadonIT.
Duringthedeploymentprocessitmayberequiredtofamiliarizeuserswiththe
system.TypicallythisisnotrequiredasSabisuisintuitiveandeasytouse,butasinglesessiononthebasicsofcommunityadministrationandpagecreationis
sometimesofbenefit.
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5.6. SeekFeedbackWhilstfeedbackfromtheusercommunitiesinvolvedinthedevelopment,testingandacceptanceofthesolutionisusuallyalreadycollectedaspartoftheprocess,
withanichesolutioninplaceitsappropriatetogetfeedbackfromawider
audience.
Ifseniormanagementarenotyetengaged,nowisagreattimetogetkeymembersoftheteamtogetheranddemonstratewhatcanbedoneatlowrisk
andwithasmallamountoffunding.Thereisnobetterdemonstrationthanthatwhichshowsanorganisationsdatainthecontextofaresolvedproblem.
Widerfeedbackcanalsobeobtainedthroughpublicityincorporatejournals,blogsorothercommunications.Thisisagreatwaytospreadthewordbutalso
laythefoundationsforestablishingthenextsetofproblemsthatcanbesolved.
Communicatingsuccessesandhighlightingbenefitsbuildsmomentum.
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5.7. ReviewAfterfeedbackhasbeengathereditsappropriatetoreviewprogressandlookaheadwithaviewtomaintainingthemomentumalreadybuilt.
Inadditiontouserandmanagementfeedback,Sabisuisuniqueinthatitcanbeusedtodemonstrategenuinesystemusage;amountofdatashared,widgetsin
use,messagesleft,chatsinitiatedandsoon.Thisallowsfuturedeploymentstobebetterplanned,whetherinproblemselection,solutiondevelopmentor
deploymentitself.
Thereviewprocessshouldinvolveseniormanagement;atthisstagethesenior
managementteamhaveeitherbeeninvolvedthroughout,orappraisedofsuccessintheSeekFeedbackstepimmediatelybefore.Thisisagreatopportunityto
engagethematthestartofthenextprocess.
Thereviewprocessmaybecompletedinasinglemeetingwithallstakeholders.
Itemsthatshouldbereviewedinclude: System usage
o How was the system used?o How could the effort and financial investment made so far be further leveraged?o Did anything prevent wider usage?o Were some aspects particularly successful?
Lessons learnedo Could the implementation have been smoother?o Are there any aspects of the process that would be useful in other projects?o Are there outstanding actions that should be carried through to other projects,
deployments or business as usual?
Strategic fito Are the original assumptions on strategic fit still valid?o Have any external factors arisen which change the assessment of strategic fit?
Evaluation of any new requirements raised during the implementation
Identification of well-defined, high impact business problems that should be addressednext
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5.8. TheNextTrojanMouseThereviewprocessdocumentedaboveevaluatesnewrequirementsthatmayhavearisenduringtheimplementationandidentifiesnewhigh-impactbusiness
problemsthatshouldbeaddressed.
TheseproblemsshouldbeevaluatedasdescribedintheFindingtheRight
Problemsectionsoastoarriveatthenexttrojanmousetobeaddressed.
Ofcourse,multipleproblemscouldbesolvedsimultaneouslyandthetemptationistotakeasuccessandapplyittoasmanyareasaspossible.Thebenefitsof
doingthisneedtobeweighedagainsttherisks,particularlyintermsof
committingend-usertime;thisprocesscouldbeend-usereffortintensiveandmultiplesimultaneousinitiativescouldcauseresourceconflicts.
Usuallythenextidealcandidateproblemarisesduringtheprevioussolutiondevelopmentanditsamatterofdelayingworkonthenewproblemuntiltheold
oneisfarenoughalongtheprocess.
Tothatendtheresnothingwrongwithoverlappingsolutiondevelopment;as
onesolutionisindeploymentanothercanbeinthedevelopmentphase.
Inthismannerthetrojanmouseapproachcanbeseenasenablingaseriesof
solutionstobeimplemented,eachwideningthereachoftheplatform,thebusinessprocessesaffectedandincreasingthebusinessvaluedelivered.Inthis
mannertheengagementwithanddeploymenttotheenterpriseisbuilton
successaftersuccess.