MAS 500. Implementation Planning 4AIP

Transcription

1 MAS 500 Implementation Planning 4AIP

2 Best Software, Inc. All rights reserved.

3 Part 1: Laying the Foundation Part 1: Laying the Foundation consists of the following chapters: Chapter 1, Implementation Overview Chapter 2, Identify Your Goals Chapter 3, Create Your Team Chapter 4, Install MAS 500 and Build Familiarity Chapter 5, Review Your Work Practices Chapter 6, Plan Your Project Implementation Planning 1

4 Part 1 2 Implementation Planning

5 Implementation Overview 1 Best Software, Inc., the recognized leader in accounting software for midsized businesses, welcomes you to MAS 500, business software that provides superior power, flexibility, and integration with your existing line of business applications. This chapter introduces this Implementation Planning guide, and presents the implementation process in the following sections: About Implementation and This Guide Who Should Use This Guide Terms and Concepts Implementation Process Keys to Success Key Resources Implementation Planning 3

6 Chapter 1 About Implementation and This Guide A software implementation that significantly improves business practices is a complex process. It depends on many people, system elements, and business elements to come together and interrelate successfully on many levels. Implementation includes: Designing improved business practices Implementing the software Preparing all staff to accept and apply the changes to the way they do their jobs The steps and elements required by each implementation are unique and often accompanied by unexpected difficulties and opportunities. Implementing software is both art and science. It requires: Clear goals Appropriate resources Flexibility and resourcefulness Patient effort Constant communication Ownership of the goals by management Ownership of the process by all involved Buy-in by the company staff who will use MAS 500 to do their work The purpose of this guide is to help you set realistic expectations, plan adequately, and foster the teamwork you will need to adapt the elements of the implementation process to your company s circumstances and goals. Who Should Use This Guide This guide is for everyone involved in the implementation as follows: Executive, accounting, warehouse, and information systems (IS) management Project team members (supervisors or lead employees from each operational area to be implemented in MAS 500) Implementation consultants 4 Implementation Planning

7 Implementation Overview Terms and Concepts The terms and concepts used in this guide are defined in the tables below. This table defines the computer components referred to in this guide. System Component Terms Client Database Environment Network Operating system MAS 500 databases Security model Server Definition A computer connected to a server in order to display, process, and store data on the server. The tables where data is stored, processed, and accessed by rules particular to the database type. The hardware and software on which your applications run, including the servers, clients, network, and their operating systems. Environment also refers to the specific setup of these elements on which each application program runs. The physically connected servers, clients, printers, cables, and other devices that work together and communicate via a network operating system. Software that controls the operation of computer hardware (including computers and computer networks), enabling application programs to run. Each MAS 500 database installation has three databases the System, Application, and Internet databases (best_sys, best_app, best_iapp). They are data tables used by MAS 500 to process and store your financial and distribution data. The access parameters set on data and functions in order to protect data integrity. The classifications used to grant user groups processing access (read, add, delete, modify) to data. A computer that stores and runs programs accessed by other computers (clients) to display, process, and store data, allowing concurrent access to data and processing by multiple users. Implementation Planning 5

8 Chapter 1 This table describes the separate systems created to run an implementation. System Terms Backup system Baseline system Development system Live system Pilot system Production system Test system Training system Definition A copy of a previous version of the development, production, test, pilot, or training system. Several backups of the pilot system are essential, as is a backup of the production system. Each backup test and pilot system usually has its own configuration of activated modules, selected options, initial setup data, and processed data. A previous version of the test, pilot, training, or production system. Baseline systems provide timesaving recoverability as defined in the implementation terms table below. The baseline system for the test system, for example, is used to restart testing after discovering that the current state of the test system cannot be returned to a reliable starting point. A copy of the test, pilot, or production system. It is used only for developing and testing customizations. Customization work is done on a separate system to protect the functionality and data on other systems from unplanned modifications caused by development work. A production system. An evolving, test version of the final production system. The pilot system configuration evolves as features are tested and approved for production. The pilot system is the testing ground for the configuration and data entry work done in the Conference Room Pilot. Several prior versions of the pilot system should be kept as baselines. See Baseline system above. The system configured and used to process your business operations. If the production system exists, a copy of the production system. It is used to test system changes. If the production system is being built, a copy of the initial or baseline system. It is used to test system changes. A copy of the production system used only for training. If the production system is still being built, the training system is a copy of the pilot system and is used only for training. 6 Implementation Planning

9 Implementation Overview The table below defines key implementation concepts. Implementation Terms Conference Room Pilot (CRP) or Pilot Test Data export Data import Data mapping Recoverability Reverse import Definition The process of building the test system by: (1) Entering setup data and turning on desired options (2) Entering transactions manually and running test scripts to test each process flow, (3) Evaluating the data accuracy, relevance, and traceability (4) Evaluating the results in terms of the mission goals (5) Repeating steps 1 to 4 for data or configuration changes. The results of the CRP are the production configuration, processes, and procedures you ll establish. The process of running a program that creates a data file from application data. This data file matches required record layouts and delimiters. The process of running a program that copies data into your new application. The historical data file has required record layouts and delimiters. Preparing the data import file and running the data import program is easier, quicker, and more accurate than manually entering data. The process of correlating the storage or data entry field for each piece of data on your previous application with the storage or data entry field for that piece of data on your new application. The ability to return to a workable test or production system after a configuration or data change causes a corrupt condition that cannot be undone. The backup of the system is installed as the current system version so that the system exists as it did before the problem occurred. The process of running a program that erases the data just copied into the new application by the data import. You run this program when errors are detected by the data import program. Reversing the import, fixing the data file, and rerunning the data import is strongly recommended for handling data import errors. For other terms related to MAS 500 but not relevant to implementation, refer to the Getting Started guide. Implementation Planning 7

10 Chapter 1 Implementation Process The implementation process consists of four stages. Begin implementation as shown in the following flowchart. Lay the Foundation 1. Set project goals Chapter 2 2. Create your project team Chapter 3 3. Install MAS 500 and train project team Chapter 4 4. Review current procedures Step 1 Step 2 Step 3 Chapter 5 5. Create your project plan Chapter 6 6. Tell your staff Purpose Timeline Milestones Goals, Team 8 Implementation Planning

11 Implementation Overview The second stage of implementation is to plan details as shown in the following flowchart. Plan the Details 1. Plan your new system requirements New Procedures Step 1 Step 2 Groups Data Accounts, Groups, Classes,Vendors, Items Companies, Customers, Inventory, Warehouses Step 3 Chapter 7 2. Plan pilot, training, and production systems System Components: - What - Quantity - Where Data - Connections System Maintenance: - What - When - Who Not yet documented 3. Plan your customization Customized stored procedures Manual conversion Not yet documented Schema changes Upgrade utilities 4. Plan your data conversion Data What data? How much? Tradeoffs Current field New field Chapter 8 5. Plan the pilot and go-live activities Pilot System Data Not yet documented 6. Tell your staff Plan Update Progress Training Pilot Implementation Planning 9

12 Chapter 1 The third stage of implementation is to run the conference room pilot to prepare for the actual implementation as shown in the following flowchart. Run Conference Room Pilot 1. Convert data Chapter 9 History New 2. Run comparison tests Data input Test scenarios Configuration changes Not yet documented 3. Analyze results Meet Goals Not yet documented 4. Resolve problems Add Change Delete Step Process Resources Configuration Not yet documented 5. Go live on MAS 500 Not yet documented MAS Tell your staff Status Steps Schedule Support 10 Implementation Planning

13 Implementation Overview Keys to Success The recommendations in this section are key to the success of your implementation. Without them, your implementation is likely to fail. Training Invest in appropriate and timely training to prepare implementation team members and staff whose jobs will be changed by MAS 500. Appropriate training may be MAS 500 certified classes, technical training, or training that you develop in-house for your employees. Include a training developer and trainer on the project team from the beginning so that the work changes you choose to implement are documented for your company staff. Management leadership Business goals and practices For maximum benefit, train your staff just before they need to use their new knowledge and skills: Train information systems personnel in the operating system and hardware before installing your initial version of MAS 500 Train implementation team members just after installing your initial version of MAS 500 Train pilot staff just before running the Conference Room Pilot Train remaining staff just before switching to MAS 500 as your production system Management participation, support, and leadership are vital. Every implementation requires complete management support. Ensure that your management: Actively interacts with the implementation team Regularly reports on the implementation process and plans to all your staff Your business goals determine most, if not all, of your implementation decisions. Ensure the following: Business objectives and requirements are clear, specific, measurable, and well documented Current business processes are accurately documented by procedures and high-level and detailed-level flowcharts Implementation Planning 11

14 Chapter 1 Key Resources MAS 500 training Best Software supplements this Implementation Planning guide with additional, key resources. Use the resources described in this section to help ensure the success of your MAS 500 implementation. Training is an essential component of successful implementation. To arrange timely MAS 500 training for your staff: Contact your MAS 500 reseller for on-site, certified MAS 500 training Contact the MAS 500 consultants in Best Software s Professional Services group who provide on-site, certified MAS 500 training: (800) , extension 3519 Installation and System Configuration guide Assisted Company Setup Associated installation guides Customization documentation The Installation and System Configuration guide provides detailed information and procedures for installing and configuring MAS 500. It includes system requirements, database and client installation procedures, registration, and security setup. It also includes procedures and reports for the System Manager module. Use Assisted Company Setup to track and perform setup tasks for all modules. View instructions to migrate data from other accounting systems to MAS 500. Refer to Chapter 9, Assisted Company Setup. Some MAS 500 add-on products have separate guides, such as the Web Reports guide that includes instructions for installing Web reports. If you are using ecustomer, esalesforce, eexecutive, or etimesheets, see the Internet Applications guide for instructions on installing Web components. If you plan to customize MAS 500, read the documentation provided with the Application Framework to evaluate the extent to which you want to customize and to plan how to customize your system. 12 Implementation Planning

15 Implementation Overview Best Professional Services Group MAS 500 Customer Support The Professional Services Group from Best Software complements the expertise of your MAS 500 reseller with these consulting services: On-site training in MAS 500 applications Support for review and reengineering of key business processes On-site technical expertise during installation and configuration Professional project management skills Technical and product consulting services Custom programming To contact the Professional Services Group, speak with your MAS 500 reseller, or phone (800) , extension The Customer Support group for MAS 500 provides valuable assistance by phone and on their Web site. During and after implementation look for further information and support on the Best Software Web site: This site offers the following information and assistance: IMPORTANT Read the Pre-Installation Issues section on the Best Web site before you install or upgrade MAS 500. A Pre-Installation Issues page for information regarding the supported versions of client and server operating systems and supported communications mechanisms and configurations Best Online Customer Service for MAS 500 resellers and ClientCare Subscribers Dial-in support instructions Links to the third-party vendors for MAS 500 MAS 500 product information Support plan information Support topic information News groups You can also contact MAS 500 Customer Support Services by phone: From Phone Fax United States and Canada (800) (800) Other countries (949) (949) Implementation Planning 13

16 Chapter 1 Viewing user guides online How to contact Best Software All MAS 500 user guides are provided as Portable Document Format (PDF) files on CD-ROM. View these files using Adobe Acrobat Reader, which can be installed from the MAS 500 User Guides CD-ROM. PDF documents can also be printed to any printer. For more information on navigating within PDF documents or performing a text search, see the Acrobat Reader Help. Best welcomes your comments, questions, and suggestions. Contact us at: Best Software, Inc. 56 Technology Drive Irvine, CA Phone: (800) Fax: (949) Implementation Planning

17 Identify Your Goals 2 This chapter outlines executive management s role in the implementation. Executive management sets the goals, selects the key implementation team members, and communicates the goals to company staff. The steps for writing the mission statement and presenting it are outlined in this chapter. In order to choose the implementation team members, executive management should also read Chapter 1, Implementation Overview and Chapter 3, Create Your Team. This chapter should also be read by the steering committee and the implementation team members. The sections in this chapter are: Executive Management s Role Write the Mission Statement Choose the Implementation Team Present the Mission Statement and the Team Implementation Planning 15

18 Chapter 2 Executive Management s Role Executive management s role is to: Write a mission statement that sets the goals for the implementation. Choose the implementation team and the steering committee members. Present the mission statement and the implementation team to company staff. Support the implementation team s work. Regularly review the progress of the implementation. Champion the changes introduced by the implementation. Write the Mission Statement Importance of the mission statement Writing a clear, well-considered mission statement sets the foundation for success. The statement must come from top management and be presented to the implementation team and to company staff by top management. If executive management delegates writing the mission statement to the implementation project manager or the implementation team, company staff and the implementation team will not perceive that the implementation has been directed by executive management. Visible executive leadership is crucial. The implementation team works following the direction of the mission statement. Writing the mission statement Executive management should write a clear mission statement for your business, specifying their vision for the company. The goals of the implementation should describe the business improvements expected from the implementation. When writing the statement, executive management should consider these questions: Why are you in business? What are your critical business requirements? Why are you implementing a new system? What problems do you expect MAS 500 to resolve? Which business areas are weak and need to be strengthened? Which business areas are strong and can be capitalized on? How do you expect to use MAS 500 to make them stronger? How do you want the results to be measured? Increased business volume 16 Implementation Planning

19 Identify Your Goals Increased profits Decreased costs More repeat customer business More referrals More product lines Expanded services How do you expect MAS 500 to help achieve these results? What are the necessary objectives? What are the nice-to-have objectives? When do you need to have MAS 500 in place? Mission statement evolution Understand that your requirements will change as the project team reviews the current business practices and becomes more knowledgeable about MAS 500. These changes may in turn result in modification of the goals or of the mission statement. Share this understanding with the implementation team and with company staff. Encourage clear and open communication from the start. Use of the mission statement The implementation team uses the mission statement to: Evaluate your company s current business practices Create specific, measurable, and realistic implementation objectives to help your company achieve the mission statement s goals Execute the implementation so that your company meets these goals Implementation Planning 17

20 Chapter 2 Choose the Implementation Team To choose the implementation team executive management should: 1 Read Chapter 1, Implementation Overview and Chapter 3, Create Your Team in order to understand the implementation process and the work that the implementation team members will do. 2 Identify the steering committee (see Steering Committee on page 21) and choose the project manager for the implementation team (see Dedicated project manager on page 23). 3 Choose the implementation team members, or have the steering committee and the project manager read chapters 1 through 3 in this guide and choose the other implementation team members. Present the Mission Statement and the Team After writing the mission statement and choosing the implementation team members, executive management should communicate the goals and introduce the implementation team to all company staff. Present the mission statement Meet with the implementation team and present the mission statement. 1 Read the statement and discuss its key points. 2 Provide printed copies of the statement. 3 Encourage a dialog: ask for and answer questions. Use the meeting to establish communication with the project team. 4 Affirm your support for the project. Present the implementation mission and team After meeting with the implementation team, hold a company-wide meeting to present the mission statement to all your staff. 1 Read the statement and discuss its key points. 2 Provide printed copies of the statement. 3 Present the implementation team and identify their roles. 4 Ask for and answer questions. 18 Implementation Planning

21 Create Your Team 3 This chapter presents guidelines for effective implementation teamwork throughout the company and within the project team. Teamwork is essential for a successful implementation. Consider these guidelines as a starting point for building teamwork for the implementation project. Team Resources The Companywide Partnership Keys to Teamwork Success Implementation Team Roles Member Selection Project Manager Guidelines Implementation Team Guidelines Project Team Work Requirements Project Team Holds Initial Meeting Implementation Planning 19

22 Chapter 3 Team Resources Limited team resources are often a significant challenge in implementations. The need to continue current business operations on your legacy system while you implement your new system can tempt you to underestimate the implementation work, rush through key decisions, skimp on training, underplan, or underestimate the effort required. Trying to solve the challenge of limited team resources in these ways is counterproductive, making implementation more difficult and timeconsuming. A more productive solution is to supplement your implementation team with the assistance of your MAS 500 reseller, the Professional Services Group at Best Software, consultants for other applications being integrated with MAS 500, and your other employees. The Companywide Partnership Recognize and use the underlying partnership among all your staff with regard to the implementation. The company-wide partnership is the interaction of management, the implementation team, the steering committee, and all company staff in support of achieving the implementation goals. Everyone cooperating and working together leads to a successful implementation. The figure below illustrates the company-wide partnership. Companywide Partnership Management sets the goals Company staff prepares to use the new system Steering Committee provides resources and monitors progress Setup Policies Procedures System training Project team works to meet the goals 20 Implementation Planning

23 Create Your Team Management High level management sets the goals and business objectives that must be achieved by a successful implementation. To do so, management must: Make the goals and objectives clear from the beginning to the implementation team, steering committee, and all employees Stay informed and provide direction throughout the project Implementation Team The implementation team implements the system. This includes the MAS 500 configuration, business policies, and task procedures needed to meet the business goals. To do so the project team: Establishes functional, reliable hardware and software systems Identifies options to meet business objectives and relates them to how the company wants to do business Develops the MAS 500 configuration and related business procedures to meet those objectives Converts historical data Trains company staff Steering Committee The steering committee is comprised of representatives from all departments. It should include an executive level sponsor from operations who will realize a tangible benefit from the success of the implementation. The steering committee and the sponsor act as a liaison between departmental management, executive management, and the project team. The implementation team frequently reports to the steering committee. The steering committee holds regular meetings to: Review the implementation s progress Make the policy, strategy, and budget decisions Derail political conflicts to help departments work together Company Staff Your company staff must have a general understanding of the implementation process. Communicate regularly with your company staff in order to: Help them buy in to the new system Increase knowledge transfer to them from the implementation team Keep them aware of changes in the project plan Help them implement their new work practices Implementation Planning 21

24 Chapter 3 Keep your company staff well informed of: Project plan and progress The implementation s expected impact on day-to-day business activities during each project phase The training they will receive before switching over to MAS 500 The support they will receive after it becomes the production system Keys to Teamwork Success For a cost-effective implementation apply these key success practices. Operations buy in to results The people using your system will make or break the implementation by buying into or refusing to properly use the system and execute the accompanying changes in their work duties. Build staff buy in with these three factors: Consistent, active participation by respected staff members in building and testing the system Regular, open updates from the implementation team on the progress of the system implementation Communicate the benefits of the system Training and support to help operations staff use the system and new processes capably and comfortably Partnership Build implementation plans on the understanding that all company staff, the implementation team, management, and the steering committee are partners in the project, providing different and necessary contributions. Management support Start and run the team with senior management s full support for the implementation, the team, and the process. Specific goals The project tasks must be designed to meet specific, measurable goals. Project reports on progress in light of these goals are given regularly to all company staff. Timely, open communication The implementation team must provide frequent progress reports to notify everyone in the company of the progress achieved in meeting the goals of the implementation. 22 Implementation Planning

25 Create Your Team Dedicated project manager A project manager whose primary responsibility is the implementation of the system is a key ingredient for a cost-effective and successful implementation. Implementation team training Train your implementation team and pilot support staff with certified Best Software classes. They need to be familiar with all the MAS 500 functionality in order to design your MAS 500 configuration and new business practices. Train the implementation team immediately, and train the staff who will work on the pilot system before the conference room pilot. Company staff training Train your company staff on MAS 500 and the new procedures they will use for their work with it before going live on it. Implementation Planning 23

26 Chapter 3 Implementation Team Roles Executive management tasks The implementation team members handle four areas executive management, project management, technical, and operations as described below. For each role, pick one or more people to handle the identified tasks. At least one person in executive management must consistently participate in the implementation of the new system. Role Executive management Responsibilities Has overall responsibility for implementing MAS 500. Defines the corporate goals for the implementation. Promotes the implementation plan and approves the resulting policy and procedural changes. Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Strategic business management skills, business expertise, leadership skills Steering committee (usually includes the CFO) Holds regular progress meetings. Develops policy and project guidelines for approval by executive management. Provides the resources needed for the implementation. Proposes solutions for problems not solvable within the project s parameters. Business expertise, operations management, leadership skills Executive sponsor Represents a functional area that will be significantly impacted by the results of the implementation. Directs the project toward the desired business results. Monitors project performance and issues at a high level. Acts as liaison between executive management, the steering committee, and the project manager. Strategic business management skills, business expertise, leadership skills 24 Implementation Planning

27 Create Your Team Project management tasks The project manager s many tasks are very important. In addition to the project manager, you may also need project team members to manage particular areas or tasks. Someone must also handle the training arrangements for the team, pilot staff, and company staff. Your MAS 500 Solution Provider can assist if needed. Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Project manager Coordinates project tasks, directing the project according to schedules and budgets. Helps determine resource requirements. Facilitates issue resolution and keeps the project moving within plan parameters. Keeps the project plan current and communicates with upper management. Business operations knowledge, project management skills, team building skills, conflict resolution skills Task manager Schedules and assigns task steps to the individuals, and may participate in the task steps. Facilitates issues resolution within the task team. Obtains system resources, coordinates work of team members, and directs task implementation per the established budget and schedule. Help task team develop policies and procedures. Business operations expertise, conflict resolution skills Project management skills, team building skills Training manager Obtains system resources for training development and delivery. Handles the materials duplication and arranges the training system preparation. Obtains the trainers, schedules training, and maintains training records. Project management skills, negotiation skills MAS 500 reseller or Best Software consultant Helps plan and schedule installation, training, and implementation of the new system. Helps evaluate the need for consulting services. Acts as a liaison between you and Best Software, Inc. Expertise in project management, issue identification and resolution Implementation Planning 25

28 Chapter 3 Operations tasks Performing the operations tasks successfully requires knowledge of both your business practices and MAS 500 in order to: Develop policies and procedures for your new way of doing business with MAS 500 Train your staff on these policies and procedures The size of your implementation determines how many people are needed to execute these tasks successfully. Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Functional team member Participates in data mapping, data conversion, defining test data, building test scripts, testing, and evaluating results. Communicates issues. Develops, tests, and documents policies and procedures for using the new system. Expertise in current systems and in business operations MAS 500 knowledge, problem-solving skills, multiple task management Company staff (pilot test participant) Gives input to planning and redesign. Tests processes and provides feedback. Asks questions, raises issues, and tests the planned system to verify system and process design. Expertise in business understanding, the current system and business procedures Trainer Develops training materials on your MAS 500 policies and procedures. Trains staff on MAS 500 and on new operations policies and procedures. Instructional design and writing skills, teaching skills MAS 500 knowledge and business operations policy and procedures knowledge MAS 500 reseller or Best Software consultant Assists with MAS 500 setup and the re-engineering of business practices. Assists team members on tasks. Documents activities, issues, and resolutions. Expertise in MAS 500, business process re-engineering, and implementation 26 Implementation Planning

29 Create Your Team Technical tasks The technical expertise needed to design, build, support, and develop your system environments is essential. Be sure you commit sufficient technical staff to perform these tasks, and give them any needed training. Your MAS 500 reseller, third-party vendors, and Best Software consultants can assist if needed. Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills Role Responsibilities Knowledge/skills System administrator Identifies and obtains the needed hardware and software. Builds and supports the system environment. Expertise in client/server environment, development, connectivity issues, migration approaches, hardware and software compatibility Network specialist Sets up and maintains the software access path to SQL from all client workstations to the MAS 500 databases. Expertise in workstation connectivity to SQL, protocols, wiring, and software layering issues SQL database administrator Manages data and data definitions, naming conventions, indexes and keys, and change control of modified system objects. Migrates changes to environments. Expertise in SQL administration and with MAS 500 data table structure Security administrator Defines and manages security groups and profiles for MAS 500 and SQL Expertise in SQL security and in MAS 500 security Analyst or programmer Works with the SQL database administrator and end-users to define, code, and test customizations. Expertise in business analysis, programming, Crystal Reports Technical consultant: MAS 500 reseller, Professional Services Group consultant, hardware or add-on software vendor Installs SQL Server, MAS 500 database and client, Internet Information Server, and Crystal Reports. Documents activities, issues, and resolutions. Expertise in MS Windows/NT applications, networking and administration, VB customization, and project management Implementation Planning 27

30 Chapter 3 Member Selection Gather a group with the technical skills identified in the previous section. Ensure they have strong teamwork skills, and that they fully represent the expertise needed. Lastly, leverage the experience of other users, your vendors, your MAS 500 Solution Provider, and Best Software. Member characteristics Choose implementation team members that: Are positive, flexible, diplomatic, resourceful, and analytical Can easily resolve resource, technical, and political issues Can put in extra hours when needed Teamwork skills Team representation Ensure the implementation team members represent all departments and can handle all the tasks that must be done. Ensure that the implementation team members are formally trained on MAS 500 or in technical areas (such as network or database administration) as needed. Dedicated time If possible, make the project leader full time and provide him or her with adequate time and resources for the management tasks. Likewise, if possible, assign your team members full time to the team. If this is not possible, set aside specific hours when they work on the implementation without interruption, and reduce their regular work load accordingly. Look for these characteristics of teamwork when choosing members: Commitment to the project Good interpersonal relations and team spirit Minimal interpersonal and intergroup conflict Open communication and documentation skills 28 Implementation Planning

31 Create Your Team Represent all areas A well-rounded team includes: Leverage others experience A project manager who owns the project and has excellent communication, leadership, monitoring, and reporting skills Knowledgeable, experienced operations staff from each department who test and evaluate the processes to be used in their functional areas A knowledgeable, well-rounded, and resourceful IS group. Clientserver technology is powerful and complex, and your technical team members must provide a reliable, stable, and maintainable technical infrastructure for your MAS 500 systems so that the technical issues do not negatively impact the implementation Representatives of the affected business departments who work together as the steering committee Involved and supportive management able to choose alternatives and commit the necessary resources Work closely with your MAS 500 reseller who provides you with MAS 500 knowledge and implementation experience. Include your MAS 500 reseller in team meetings and key planning sessions. If necessary, hire professional help for specific areas. Many consultants specialize in implementation support. Consider Best s Professional Services Group or other consultants that specialize in MAS 500 implementation and customizations. Project management, information systems expertise, data conversion, interface development, and customization are examples of areas where outside help may be useful. Look to your reseller to help identify these needs and locate resources. Your hardware and software vendors can provide resources to jump-start your project and to minimize the time your team spends learning about setting up and maintaining client/server environments. Check with your vendor contact, attend vendor conferences, and review vendor printed and Web documentation for this assistance. Communicate fully with your vendors. Focus on the functionality and features called for by your business goals. You can also learn from the MAS 500 and client/server user communities. The Web site: Provides a support page with links to Best s third-party vendors. They have dealt with the challenges and options you ll encounter and can provide valuable insights and tips that will help your implementation run more smoothly and effectively. Allows you to communicate with other MAS 500 users through the BestTalk Forums link on the customer support page. Implementation Planning 29

32 Chapter 3 Project Manager Guidelines The project manager plays a pivotal role in many ways, notably by providing leadership, coordinating the planning process, and monitoring the implementation project. Leadership Establish your authority and coordinate the implementation from the beginning of the project. Have the executive who appointed the project manager introduce the implementation by briefly stating its goals and announce your appointment to all company staff. Motivate team members to cooperate in the implementation. Keep the team focused on buy in by all employees to the new system. Lead the implementation team in planning conflict resolution procedures and criteria. Monitor project activities for stress and interpersonal conflicts. Help team members handle these situations as soon as they appear. This prevents a negative impact on the project and unnecessary stress for the team. At project completion, acknowledge and thank all participants in the implementation for making it successful. Planning Make the planning phase as much of a group effort as possible to benefit from a wider base of experience and expertise. This fosters team identity and cohesion from the beginning, and helps raise critical issues and useful options early on. Guide the implementation team in setting specific and measurable project goals that satisfy the business goals of the implementation. Ensure that project goals are stated in realistic terms with definite time frames and performance requirements. Document measurable criteria for the team s implementation tasks. Ensure all team members review these criteria and understand your expectations. As the team develops the project plan, distribute resource schedules to all those supervising or performing the implementation tasks. Obtain consensus (or modify the plans until consensus is reached) that plan assumptions are sound and that team members are able and willing to handle their tasks. 30 Implementation Planning

33 Create Your Team Monitoring As work progresses, monitor and document the actual performance and results. Use this information to uncover and address problems early, and to document unmet project goals. If you foresee the project cannot be finished to schedule or to budget: 1 Inform the project team and management in writing. 2 Discuss the options, identifying plan, resource, and schedule alternatives. 3 Present the situation to the steering committee, including the project team s recommended alternatives. Implementation Team Guidelines Implementation team members help make the implementation effort successful by following these guidelines. Maintain your commitment to the project. Clearly assign and document roles for each participant in the process at each step of the implementation. Identify overlapping tasks: tasks handled by multiple people, tasks concurrent in time, tasks using shared resources, and tasks that generate multiple courses of action. Define the work dependencies and plan the schedule accordingly. Choose and use standard scheduling and reporting techniques such as Gantt schedules and reports. Adopt specific forums and procedures for raising issues and dealing with conflict. Agree on the evaluation criteria. Give your staff the familiarity they need with MAS 500 and project plans: Keep communication open Provide regular reports on the progress of the implementation Provide timely training Provide responsive support during the switch over to MAS 500 and afterwards as needed Implementation Planning 31

34 Chapter 3 Project Team Work Requirements Help the implementation team work together by providing for the project team s communication and equipment needs. Communication needs Make communication among project team members easy and available. Adopt the tools already used and supplement them if they don t meet all the project s communication needs. The goal is timely communication of issues, concerns, and decisions to all project team members. Create a dedicated work space for the project. Locating team members in the same area fosters frequent, informal communication. The result is a shared cross-functional perspective and more synergistic teamwork. If the project team cannot be located in one area, set up group communication mechanisms to make communication frequent and reinforce the sense of being a team. Examples of group communication mechanisms are: A kick-off meeting for the project team Frequent conference calls Use of group distribution lists Regularly scheduled team meetings Travel between locations to support project tasks as needed Equipment needs Identify and meet the following equipment needs as soon as possible: Test, training, development, and production MAS 500 systems for all team members as needed to perform project tasks Servers with SQL databases, and connecting client workstations (a common location can decrease network connectivity and equipment needs: one LAN can be used with nearby database and servers) Dedicated printers and project workstations Office space (desk and office supplies) Meeting rooms (with audio hookup or teleconferencing capabilities if team is located at multiple sites) Project boards showing project progress Project intranet 32 Implementation Planning

35 Create Your Team Project Team Holds Initial Meeting The project manager supported by the steering committee should hold an initial implementation team meeting with all members and your reseller. Meeting preparation 1 Schedule the initial implementation team meeting. 2 Ask the implementation team members to read chapters 1, 2, and 3 of this guide before the initial implementation team meeting. Meeting arrangements If possible, gather the team together at one location. If not, conference in the team members not located at the main site. Review project roles Take the time to acknowledge the skills and expertise each implementation team member brings to the group. Verify that the roles you plan to assign each member are the roles they expect to handle. 1 Discuss the tasks identified in the Team Tasks section of this chapter. 2 Identify and record training needs. 3 Identify any skills not available from the project team, and any tasks that no existing team members are able to support. 4 Identify company staff who can perform those tasks or plan to hire consultants for these tasks. Prepare to work with MAS Schedule the next implementation team meeting. 2 Ask the implementation team members to read chapter 4 of this guide before the next implementation team meeting. Report on progress To track progress on the implementation at a high level, the project manager may choose to set up a concise reporting format as a consistent way to provide project status to executive management, the steering committee, and company staff. At a minimum, include the following information: Period ending Team accomplishments this period Plans for next period Concerns and open issues Recommendations Project summary Implementation Planning 33

36 Chapter 3 34 Implementation Planning

37 Install MAS 500 and Build Familiarity 4 This chapter guides you in building basic MAS 500 knowledge. It introduces the MAS 500 components, provides planning guidelines for installation, describes the formal training needed, and describes how to work with the demo system and the documentation. Follow these steps to learn your way around MAS 500 and build the foundation for effectively choosing the MAS 500 options that support your mission statement goals. This chapter includes the following sections: MAS 500 Components How MAS 500 Works Install MAS Get to Know MAS Report to Management Report to Company Staff Implementation Planning 35

38 Chapter 4 MAS 500 Components The following table shows the components that make up the MAS 500 product suite. These components are described in Component features on page 38 and their integration options are described in MAS 500 configurations on page 47. Solution Components Base system components Business Desktop Assisted Company Setup System Manager Explorer Common Information MAS 500 Office DataPorter MAS 500 Alerts Financials General Ledger Accounts Payable Accounts Receivable Cash Management Advanced financials Multicurrency Management Advanced Consolidations Distribution Sales Order Purchase Order Inventory Management Inventory Replenishment Manufacturing Light Manufacturing/Advanced Kitting Advanced Manufacturing Shop Floor Control Engineering Change Management Advanced Planning and Scheduling Material Requirements Planning Estimating Product Configurator 36 Implementation Planning

39 Install MAS 500 and Build Familiarity Solution Components Report writers and viewers Crystal Reports FRx Financial Reporting Web Reports eexecutive Customization tools Application Framework Customizer Source Code Front office ecustomer esalesforce/eorder Project Accounting Project Accounting etimesheets MS Project Link Implementation Planning 37

40 Chapter 4 Component features Complete descriptions of module features and integration capabilities are provided in the module user guides. The sections below list each MAS 500 component, and describe its main features and dependencies. The MAS 500 components fall into these groups: Base system components Basic and advanced financial components Front office components Distribution components Manufacturing components Report writer and viewer components Alerts component Customization tools Import and export utilities Base system components MAS 500 s core components are described in the table below. Module Enables you to Integrates with Information in Business Desktop Change the company Switch modules and access online Help View menus Initiate tasks Perform system inquiries with Explorer Customize the Business Desktop Always provided with MAS 500 Getting Started guide and Help System Manager Register modules Create companies and security groups Define system options, users, and passwords Set user preferences Use Assisted Company Setup Print reports Always provided with MAS 500 System Manager on page 124, Installation and System Configuration guide, Getting Started guide, and Help Common Information Set up and maintain options and basic information used by two or more modules Always provided with MAS 500 Module guides and online Help MAS 500 Office Create documents and spreadsheets using the financial information in MAS 500 Available from master file and transaction level tasks within the General Ledger, Accounts Payable, Accounts Receivable, Purchase Order, Inventory Management, and Sales Order modules Cross-Module Utilities guide and Help 38 Implementation Planning