Tecnologo Sistemas

Section I * Approach to Project Implementation

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Section 1

Approach to Project Implementation (doc 09.334.488)

( nn you expect success in business without a well-defined organizational structure? Can 'you expect success wltliout integrating the knowledge and resources that are scattered around your organization and then making Itdl uso of them?

Mnxlrnizing the exploitation ofresources available in the organization is obviously crucial to business success. 11 19 thorefore essential that the organization involved is well-structured before implementing any system. But if RII or~nnlzation not well-structured to begin with, it is not going to be so later. Fortunately, preliminary studis Ips I)elorc implementation can be performed to identify the inefficiencies in theorganization structure and com~ t ~ l ~ ~ t l r within. nllon Wlllle I I two implementations are exactly the same, the project structure is however consistent across all imple~ IIIVIIIRII~I~~ companies. of different

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Commitment to Improve

Bellavll~r lllnl n project, like implementing e-Synergy, will bring improvements is the first step to any successful ~III~CI I I ~ t l ~ t l v ~ ~ ~ t ~Thelstronger the belief means the stronger the commitment to implement the project, ~~ ation. ~IIII a 1110 utonter the likelihood of success. IIOIII Plr~r Il~tl~l~~vnrnctnt esil initiatives were viewed, in the past, as projects that brought intangible benefits, and I~I~~QIIIIRIIIIII~ 1011(lu(l be less interested in such long-term projects that produced intangible benefits. to

Section 1. Approach toProject Impternentation

The current view point, however, is that business processes play a key role in added value delivered by the company; and therefore a process-improvement initiative, like implementing ebynergy, is viewed as essential. Organization-wide changes must be initiated top-down. While many organizations, with the forward-looking business vision, have accepted such changes astheirway of life; there are still organizations struggling with having a mission statement on process improvement. In progressive organizations, every functional department responsibly owns' and is committed to improving its individual departmental process. The functional departments have the best knowledge of their respective departmental processes and therefore they must take on the responsibilityto continuously looking for ways to improve their processes for the betterment of the entire company. The first sign ofa successful implementation is the commitment to create a dedicated project team comprises of a high-level steering committee and implementation team. The implementation team must include management team leaders, who are experts in the processes, from the functional departments(sales, finance, HR, manufacturing, marketing, engineering, purchasing, etc). Together with the working team members, they represent the functional departments in the project.

Section 1 Approach to Project Implementation .

1.1.1

A Project-book Approach

A project book is maintained throughout the implementation of e-Synergy to:
Ensure the success of the project Reduce the risks involvedEnsure accountability and procedural consistency Define the scope of the project

Section 1. Approach to Project Implementation

1.1.2

Key Success Factors

The key success factors in implementing e-Synergy include: Proper process management Well-defined roles and responsibilities Efficient communication Strong commitment from the top management Setting of realistic achievable goalsProviding thorough training Avoiding filtered information Willingness to accept change

1.2

Project Team

A successful project team should comprise of a steering committee, project manager, managerial team leaders, and end users; all are internal people of the company.

1.2.1

Steering Committee

The steering committee is represented by the top management executives ofthe company. The...