1. Tudorel Pavel Valentina Filip
Each presenting himself
icebreaker
Tudorel Pavel Valentina Filip
Software Implementation – Project Lifecyle, project methodology

2. Introduction
Software Implementation – Project Lifecyle, project methodology

3. Agenda
• ORTEC’s Project Management Approach • Project best practices • Management by processes • Software development & Implementation – example • Project life cycle simulation • Q&A • Conclusions, feedback
Valentina
Software Implementation – Project Lifecyle, project methodology

4. ORTEC’s Project Management Approach
ORTEC’s Project Management Approach is a hybrid method combining aspects of both traditional Waterfall and Agile.
Vision
Projects are fully aligned with the business strategy and enable a business change that creates efficiencies and meets the expected ROI.
Strategy
Manage projects in a collaborative value driven manner, utilizing proven techniques and best practices, that deliver on time, on budget and build incrementally on a firm foundation in order to produce tangible results.
Valentina
Q for students:
What is a Project? What Project Management is? What Waterfall, Agile methodologies refer to?
Tudor
1950 Henry Gantt on table if exists
Software Implementation – Project Lifecyle, project methodology

5. ORTEC’s Project Management Approach
The connection of business value and solution
Valentina
Q for students:
What do you think is the key to success for a project? Answer: strong business change management
The Business strategy leads to a change need
This change is achieved via projects delivering solutions (software/process/knowledge…)
The solution should enable the desired changed, resulting in the targeted business value
Business Change
Successful projects are guided by strong business change management. Implementation of ORTEC solutions enables new ways of working. All stakeholders need to be trained and informed; understanding and willingness are needed from all involved parties.
“A project is about change”
Software Implementation – Project Lifecyle, project methodology

6. Project Management Approach
A common project has four major parameters: features, time, quality and costs. To properly manage risks and changes during the project, flexibility around at least one of these elements is required.
“Choose a steering mechanism”
Valentina
Traditionally, contingency on time and costs is used to allow for this need, although more recent insights apply contingency
towards features. Features that are not equally important for the
targeted business benefits can be deferred. Of course, a viable solution will always be delivered.
Our hybrid approach is designed to deliver key features and functionalities as soon as possible, resulting in a faster ROI
Q for students:
Do you know what are the triple constraints of a project? Triple constraints theory??
Answer: PMBOK lists 6 constraints: Scope, cost, time, quality, risk, resources
Software Implementation – Project Lifecyle, project methodology

7. Best Practices
Tudor
ORTEC utilizes an incremental Project Management Approach that incorporates the following best practices
to ensure a value driven implementation.
Q for students:
Incremental vs iterative PM approach?
Incremental PM approach -> the product is designed, implemented as well as tested in increments until it is completed. In the incremental life cycle, the whole requirement, for instance, is divided into various builds which are then divided into smaller yet easily managed modules that should pass through the requirement design, implementation and testing phases. With this process, the products are developed by successively adding elements that can add the functionality of the product.
The project phase, also called iteration, repeat the project activities as the team’s understanding of the product also improves. This means that the product is developed through a repeated cycle
Software Implementation – Project Lifecyle, project methodology

8. The Organization
Different perspectives – Steering level vs Project level
Steering Level
Sponsor
Business
Stakeholder
Technical
Senior
ORTEC
Project Level
Project
Manager
Solution
Developer
Advisor
Valentina
People working together effectively are the foundation of any project. ORTEC recognizes this and assigns clear roles and responsibilities to each person on a project, both from the customer and ORTEC areas of the project. Both teams work very closely together in order to break down any potential communication barriers.
The steering group is focusing on business value and investments (budgets)
The project level is focusing on the solution and delivery.
Roles at Steering Level:
Sponsor: Budget owner at the customer
Business stakeholder: Business owner at the customer
Technical stake holder: Technical owner the customer
Senior ORTEC: ORTEC representative
Roles on project Level:
Project manager: Both the customer’s and ORTEC’s project manager
Solution developers at ORTEC
-Solution architect: responsible for the solution
- Implementation consultants: responsible for configuring the solution. One consultant is in the lead for primary contacts.
Technical advisors: Technical consultant for IT support
Business advisor at customer (key user): provide business input and align between business and project
Software Implementation – Project Lifecyle, project methodology

9. Control by Project Management Processes
Management by processes
“You can build on these processes”
Valentina
To make sure the project stay on track to achieve
the required business change and benefits,
it is important to jointly manage the processes
illustrated in the figure.
The overall result and experience is managed via expectation management, build upon a firm foundation of communication. Project change management is needed to avoid indefinite changes, and all processes in the pillars are needed to create the total solution.
Expectation management:
To provide continuous alignment between all teams, realistic expectations for the project, functionality and deliverables, throughout the whole project.
Change management:
Successful projects are guided by strong change management with support from the highest level in the organization. Change management needs focus on all aspects: strategy, structure, culture, people, resources, results
Communication plan:
The way in which all project members and stakeholders are informed during a project. This includes archiving decisions and relevant information.
Scope management:
Managing the work agreed upon between project managers and the project board
Scope: completeness of what the project delivers and what it will not include
Time management:
A range of skills, tools, and techniques used to manage time when accomplishing specific activities
and deliverables.
Budget management:
Budget Management is the process for establishing the total budget and monitoring and controlling the
actual costs of the project against the budget.
Risk management:
Preventive process to act upon possible project threats in the future.
Resource management:
Have the right resources available at the right time to deliver the right results.
Quality management:
Preventative measures to assure that the deliverables meet the quality targets set.
Solution Wave Management:
The process of converging towards the solution in increments, considering budget, time and resources
Q for student:
What is the knowledge area the PM spends most time in?
“In almost every study, communication related issues are the most frequent problems a PM has on a project. Project managers spend up to 90% of their time communicating. With communication being such an incredibly important part of managing a project, we should make sure we plan, structure and control our messages.” -> pp. 381 – Rita Mulcahy – PMP Exam Prep, 8th Edition
2. Definition of Risk
Software Implementation – Project Lifecyle, project methodology

10. Project Life Cycle Tudor Project initiation:
Each project starts with the Project Initiation. The Project Initiation gives all organizations and team members an opportunity to begin working on the group dynamics. This lays the foundation for the project, by establishing the project organization, scope and expectations.
Project Initiation Deliverables
Strategy Alignment
Success Criteria
Project Organization
Project Management processes
High-level Project Plan and Timeline
Project Initiation Document
Solution Assessment:
During the Solution Assessment, business processes are reviewed to gather requirements and identify possible gaps. Use cases and requirements are used to produce the Solution Design Document.
Solution Assessment Deliverables
Prioritized Requirements List (PRL)
Use Cases
Gap Analysis
Base Solution Design Document
Revised Project Plan
Solution waves:
To deliver the most value as quickly as possible, ORTEC delivers a base configuration covering
approximately 80% of the functionality. Then in multiple waves the final 20% is integrated. During each wave, new functionality will be designed, added, integrated and tested. Specific new functionality is chosen
on based on priority and ideally clustered in themes.
Solution Waves Deliverables
Fully configured, integrated and tested solution
Updated and Finalized Solution Design Document
Continuous Key User Training
Substantiated Success Criteria & KPI’s
Updated Project Plan
Go-live:
Once the solution has been configured, integrated and tested as well as the success criteria and KPI’s have been substantiated, the project proceeds to the Go-Live phase. The first step is to conduct End User training and to run a parallel operation. Before going fully live, signoff from the Project Sponsors is required. Once the application is live ORTEC provides a period of 30 day hypercare support.
Go live deliverables
Review success criteria
End User Training
Parallel Run
Go-Live Signoff
Live Application
Hypercare
Review and ongoing plan:
After the hypercare period, we will evaluate the project by reviewing the success criteria and any in scope open items will be resolved. Then the project can be closed and your support will be handled by the ORTEC service desk. ORTEC will continue to be involved by supporting and monitoring the performance and effectiveness of the application. (Along with support, we’ll keep you informed of upgrade opportunities, new functionality and new ROI’s by holding workshops and sharing best practices.)
Post Implementation Review
Project Evaluation
Review Project Success Criteria
Review any Open Items
Support
On-going Help Desk Support as defined by SLA
Providing ongoing support and attention to
optimize further to the full extend
Plan for next steps
Software Implementation – Project Lifecyle, project methodology

11. Example Evolving Solution – Development & Implementation
Tudor
This lasts a lot of time
Software Implementation – Project Lifecyle, project methodology

12. Concept planning waves – another example
Tudor
In which order are we delivering
Software Implementation – Project Lifecyle, project methodology

13. Luc Koenot, Former CIO, Delhaize, X5 Retail Group
Have we done it?
Have we closed the loop?
Tudor
A Project takes time and the benefits do not happen overnight. Optimization can only deliver benefit to the level of the data quality that it is provided”
Luc Koenot, Former CIO, Delhaize, X5 Retail Group
“A Project takes time and the benefits do not happen overnight. Optimization can only deliver benefit to the level of the data quality that it is provided”
Luc Koenot, Former CIO, Delhaize, X5 Retail Group
Software Implementation – Project Lifecyle, project methodology

14. Project life cycle simulation
Job evaluation process
Objectives
Increase efficiency
Improve satisfaction of all stakeholders involved
Define stable process
Tudor
Software Implementation – Project Lifecyle, project methodology

15. Q&A
Software Implementation – Project Lifecyle, project methodology

16. Feedback
Tudor
Software Implementation – Project Lifecyle, project methodology

17.
Software Implementation – Project Lifecyle, project methodology