1. 1 © The Delos Partnership 2004 Delos Excellence Project Implementation Project Organisation

2. 2 © The Delos Partnership 2004 Delos Change Journey MobiliseDesignCommunicateReviewUnderstand Identify quick Benefits Develop Change Vision InternalSell-in ReviewSystems Establish Resources Resources Gain quick Benefits Detailed Process Design Public/PrivateWorkshops DevelopSystems Develop Task Teams Gain early Benefits Document Policies etc InternalEducation CreateSystems EstablishOrganisation SecureBenefits Refine ASSESSContinueEducation RefineSystems GainTeamwork ASSESS Cost/Benefit Develop Bus Strategy InitialEducation AppointSponsor PILOTPILOTPILOT

3. 3 © The Delos Partnership 2004 Where do we start ? 1.Get the decision makers on board 2.Managing Director should be aware of: Fundamental problems behind implementation See the Journey to Excellence as a solution Steer the change and implementation all the way Participate 3.Board must be committed and involved

4. 4 © The Delos Partnership 2004 Enterprise Systems – The Critical Issues Business Strategy An integrated approach Scope – functional, geographical, organisational Business Case – relevant, compelling, understood, shared Governance Project Resources Timescales Implementation Partner(s) Programme Management and Planning The Board Role Expert Advice

5. 5 © The Delos Partnership 2004 Business Strategy A clearly defined Business Strategy is critical to a successful Enterprise Systems programme. The Enterprise Systems programme will implement ways of working, software and processes which the business will live with for many years – and changing them is a major task. The key strategic issues are: –Corporate business structure –Global/regional/local process responsibility

6. 6 © The Delos Partnership 2004 Advantages for MD and Board 1.An Integrated System 2.One set of reliable numbers 3.Ability to do financial simulations 4.Effective non-financial performance measures 5.A team – not high level competition 6.Process approach not silo management 7.Flexible but managed response to customers 8.A competitive edge

7. 7 © The Delos Partnership 2004 The Board Role CHAMPION Act as champions for the program as a whole and for particular elements of it. Appoint each board member to act as sponsor of an area – both geographic and functional. LEADERLead the program – through time, understanding, involvement and decision making. COACHAct as coach for the senior program staff – advising them on tactics and politics. FOCUS Keep the program focused on the agreed scope and delivering the business case as fast as possible. Remove as many distractions for the team and the business as possible.

8. 8 © The Delos Partnership 2004 Establish the Organisation Sponsor Steering Committee –Senior Team Process Owners Project Leader [Full time] –Best person Project Team [ Full time/Part Time] Task teams Consulting/Coaching Support

9. 9 © The Delos Partnership 2004 Sponsor Enthusiast Ensures resources are allocated Forces out the issues Provides Leadership Proactive in making the project happen Contact point for outside consultants

10. 10 © The Delos Partnership 2004 Steering Committee Approves the project Establishes Organisation Reviews the plan Makes resources available Is accountable for delivery of the vision Develops Integrated Enterprise Planning Keeps the project high profile Approves Vision and Strategy Is accountable for delivery of the vision Approves Policies and Procedures and Measures Avoids other intiatives

11. 11 © The Delos Partnership 2004 Process Owners/Task Leaders Chairing/ managing the task teams relating to the process Ensure development of new processes Bring to the Steering committee issues relating to the process Develop performance measures which will improve the process Deliver their elements of the vision

12. 12 © The Delos Partnership 2004 A senior, experienced and respected Project Director is critical. A senior, experienced and respected Project Director is critical. Project Resources If we have a compelling business case, a clear scope and an appropriate governance structure then we know that we must place some of our very best people into running the project. We must recognise that it is unlikely that we will have all the skills and experience needed to implement a major change project. Appoint the best people we have at all levels – if placing them on the project does not make running todays business difficult – then they are probably not the right people. Appointing the best people also adds to the urgency of the project – both the individuals and the business want them to return to proper jobs as soon as possible.

13. 13 © The Delos Partnership 2004 Project Leader Business experience of the company Can do attitude Makes things happen Part of the Steering Committee Does not do it, but does persuade others to get it done Manages the Project Plan Can be trained in techniques – not a guru Listens and acts Someone who will get promoted

14. 14 © The Delos Partnership 2004 Project Team Co-ordinates the project Works with task teams to facilitate their element of the vision Knowledgeable in their area Burn with desire to improve the company One of those rare moments when you have a chance to radically change the company

15. 15 © The Delos Partnership 2004 Project Team activities Vision will cover: Strategy Software Organisation Policies and Procedures Performance Measures Culture/behaviour

16. 16 © The Delos Partnership 2004 Role of Project Team 1.Design Company model –Future vs Now –How will we operate 2.Understand Workings of Software 3.Teach company management what new world will be 4.Develop detailed implementation plan 5.Liaise with Task Forces 6.Monitor Execution of plan 7.Report progress to steering committee

17. 17 © The Delos Partnership 2004 Project Team Role VISIONVISION VISIONVISION STRATEGYSTRATEGY STRATEGYSTRATEGY PROJECTTEAMPROJECTTEAM SOFTWARE NEEDS POLICIES AND PROCEDURES ROLES CULTURECULTURE MEASURESMEASURES

18. 18 © The Delos Partnership 2004 Software modifications 1.Project Team understand software 2.Project understand the requirements 3.Then identify any modifications required to meet the needs of the company ways of working

19. 19 © The Delos Partnership 2004 Task Teams 1.Integrated Enterprise Planning 2.Sales Forecasting and Demand Management 3.Customer Relationship Management 4.Master Production Scheduling 5.Lean and Agile Business 6.Data Accuracy 7.Procurement 8.Supplier Relationship Management 9.Performance measurement 10.Finance 11.Project Management 12.Change Management

20. 20 © The Delos Partnership 2004 Task Teams Translate their element of the strategy and vision into reality Cross-functional Develop the policies and procedures that are needed Get familiar with the software, and make sure that this integrates with policy and procedures Develop the training material

21. 21 © The Delos Partnership 2004 Project Organisation STEERING COMMITTEE PROJECT TEAM INNOVATIONINNOVATION DEMANDDEMAND SUPPLYSUPPLY PROJECT MANAGEMENT SALES FORECASTING CUSTOMER RELATIONSHIP MANAGEMENT MASTER PRODUCTION SCHEDULING PROCUREMENT LEAN AND AGILE PERFORMANCE MEASURES FINANCE SUPPORTSUPPORT INTEGRATED ENTERPRISE PLANNING Sponsor Project Leader DATA ACCURACY LEAN AND AGILE SUPPLIER RELATIONSHIP MANAGEMENT

22. 22 © The Delos Partnership 2004 Task Team Role VISIONVISION VISIONVISION STRATEGYSTRATEGY STRATEGYSTRATEGY TASK TEAMS WORKING SOFTWARE DETAILED POLICIES AND PROCEDURES DETAILED ROLES CULTURECULTURE DETAILEDKPISDETAILEDKPIS FORECASTING CUSTOMER SERVICE

23. 23 © The Delos Partnership 2004 Consulting/Coaching role 1.Consultancy support to Steering committee to ensure Project delivers 2.Consultancy support to Task Teams to provide body of knowledge 3.Coaching to Senior Team and Project Team to ensure Team building Prerequisites Been there and done it Says it as it is Prerequisites Been there and done it Says it as it is

24. 24 © The Delos Partnership 2004 Consultancy role 1.Monitor Project Plan 2.Liaison with Project Manager and Team 3.Link to MD 4.Cross reference to other experience 5.Reviews synchronisation of project 6.Planning Cutover and Pilots 7.Independent voice

25. 25 © The Delos Partnership 2004 Expert Advice Expertise on major Enterprise Systems implementations is not in short supply. The software vendors and implementation partners have enormous expertise. BUT – they cannot provide independent advice. They have an interest in many of the decisions and choices that a business makes. Having a truly independent advisor, who has experience of the industry and of Enterprise Systems, can help you in many ways: –Anticipate and prepare for risks and issues. –Maximise the benefit gained from the software vendor and implementation partner –Provide a knowledgeable balance to internal group think.

26. 26 © The Delos Partnership 2004 Additional consultancy roles [from Software company] 1.Resource to Task Teams and Project teams 2.Help facilitate internal education 3.Hands on experience 4.Helps to write detailed policies and procedures 5.Challenges project team and task forces to keep to schedule

27. 27 © The Delos Partnership 2004 Ownership for the Project Ownership for delivery rests with the Task Team Leaders Project Leader responsible for making it happen Project Team create the vision and work with Task Teams to turn into Policies and Procedures Sponsor provides enthusiasm and direction for project

28. 28 © The Delos Partnership 2004 TaskTeamTaskTeam TaskTeamTaskTeam Project Ownership Steering committee Project Team ProcessOwner ProcessOwnerProcessOwner