Lesson Learned Report

Lesson Learned Report

Post Implementation Review -
Questionnaire

Anand Subramaniam

“Norms are things that are always
perceived, but never achieved.”

- Phillip A. Trella

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Highlights
 Scope  Approach
 Business Case  Implementation
Drivers  Risk
 Value  Result
 Measures  ERP
 Governance /
Stewardship

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Scope
 Please describe the business functions and organisations involved
in this project?
 What was the planned duration of the project?
 What was the actual duration?
 What was your organisation's role and level of involvement?
 What is the original project cost (in dollars)?
 What was the total cost at completion?
 Which core business processes were targeted for improvement?
 Were external resources (consultants) used? If yes, please specify
their role?
 Did you leverage your existing technology or did you procure a new
system?
 Was the project team a cross functional team?

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Business Case Drivers
 What were the internal business drivers (eg. cost
reduction, performance improvement)?
 What were the external business drivers (eg. regulatory
reasons, market pressure) for change?
 What were the desired outcomes/goals)?
 What were the financial and non-financial goals?
 Was a business case (financial and non-financial)
developed?
 What was your ROI and Pay-back time according to the
business case?
 Were there rapid improvement opportunities that would
have shortened the payback period?

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Value
 How did you distinguish "must-have"
features of COTS (Commercial, off-the-
shelf) from the "nice-to-have"?
 Which improvements had greatest
impact?
 Did vendors influence your project
spending decisions?
 What were the top three cost drivers?

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Measures
 Did the project have intermediate goals / evaluation
points at which decisions could be made to stop further
effort?
 How were metrics used in your decision making
process?
 Were performance metrics tied to the user
requirements? If yes, how did you measure your
progress?
 What were the Critical Success Factors?
 How was performance reported to the leadership team /
sponsors?
 Was Balanced Score card used for reporting?
 What were the key measures of performance?

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Governance / Stewardship
 Were customers/stakeholders involved in developing the
new processes?
 Who was (were) the sponsor (s)? Please state their
position (s).
 Were executive sponsors involved (CEO,CFO, COO)?
How?
 Were key executives committed to the project from the
beginning?
 Were user forums established to support continuous
user awareness during transition?
 Was a steering committee established? If yes, please
explain their role?
 Were corporate process owners identified? If yes, did
they have the proper authority?
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Governance / Stewardship (Contd.)
 Did organisational policies and regulations
require updating as a result of new processes?
 Was the project led by technical, functional, or
management staff?
 Did you use an industry standard Project
Management methodologies (EVM,PMBOK,
Prince 2, others)?
 Are you Project Managers certified?
 Does your organisation follow any of the industry
standard process improvement techniques (Six
Sigma, Lean Six Sigma, TQM)?
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Approach (Benchmarking)
 Was the initiative based on an organisation strategic plan
or a reactive plan based on lack of systems / operations
functionalities?
 Were in-house solutions considered? If yes, what was
the outcome?
 Were alternative solutions considered?
 How were user requirements collected to support
building the implementation plan?
 Did you use industry benchmarks?
 Was a benchmark initiative conducted based on best
business practices?
 What were the most significant assumptions going into
the project?

10

Approach (Enterprise Architecture)
 Did you have a documented Enterprise
Architecture (EA)?
 Was existing infrastructure used to
support change project?
 What method or framework was used to
develop your EA?

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Approach (Reference Models)
 Were scenarios or reference models
developed to facilitate selecting the vendor
or modules?
 Were the scenarios designed, tested and
evaluated prior to implementing the
solution?

12

Approach (Change Management)
 Was radical change necessary?, If yes, in what areas
(People, Process Technology)?
 Were alternatives / work around considered?
 Were key component of change management defined
prior to project kick-off? If yes, at what level was change
management introduced into the project?
 Were there employee impact assessment done prior to
initiation of the project? How were they handled?
 How much of total project cost was spent on change
management? (training, communications, etc)
 What change management tools and techniques did you
use?
 Was the soft cost for change management planned into
the budget?
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Implementation
 Were all planned process changes fully implemented?
 Were new processes disruptive to business operations?
 How did you reduce the impact of process change?
 Was an issue resolution process defined and used?
 What were the key processes that helped or hindered
the implementation?
 Was a Center of Excellence (CoE) or competency center
established? (Knowledge Repository?)
 Was there a pilot?
 Was the pilot successful?
 Was any new technology or software used?

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Risk
 Was risk sufficiently evaluated before
undertaking the change project?
 What were some of the known risks?
 Was a risk mitigation strategy developed?
 What elements of the mitigation strategy were
implemented?
 What were some of the unanticipated risks?
 How were unanticipated risks handled?
 Was consideration given to a modular approach
to reduce risk?
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Result
 Were desired improvements achieved?
 Was sufficient value created by new processes
to justify the effort and cost?
 What were some (examples) of the tangible
financial impacts of your change efforts?
 Could similar benefits have been achieved for
less cost?
 What additional challenges were encountered?

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ERP
 What was the rationale for selecting ERP versus other COTS
solutions?
 What processes were targeted for improvement by ERP?
 Was the desired process designed prior to implementation efforts?
 Was process modeling used?
 How many existing systems did the ERP replace?
 Was a systems integrator (SI) used?
 Were scenarios developed to facilitate selecting the vendor or
modules?
 How much of the COTS solution was used “out of the box”?
 What was the implementation plan? (Big bang, phased?)
 How many vendors were used? What type?
 Was unexpected customisation required?
 How many modifications were required?
 How much did customisation cost?

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ERP (Contd.)
 Who could authorise customisations?
 How were legacy systems retired?
 Who could authorise customisations?
 Was the ERP software solution chosen by the SI or by the sponsor?
 Were multiple COTS solutions used during this change project?
 Were any non-essential features included in COTS product?
 What ERP implementation methodology was used? (software
vendor, yours, industry standard Project Management
methodologies, systems integrator?)
 What was your strategy for testing the ERP implementation?
 Were reference models used during blueprinting? (As~Is and
To~Be)
 How would you rate the COTS product(s) for quality, performance,
ease of use, functionality, etc.?
 Did systems integrator perform to your expectations?

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“When you get right down to it, one of the
most important tasks of a leader is to
eliminate his people's excuse for failure.”

- Robert Townsend

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Good Luck
http://www.linkedin.com/in/anandsubramaniam

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