Measuresoft
Development
6.
Lessons learnt
There were a substantial number of lessons learnt during the
implementation to date of this project. Fergal also offered
learning’s from his experience as a developer of eBusiness
solutions for customers too.
1. Look internally for resource first
The big challenge is to internalise the learning within
the company following the experience of implementing a project
like this. It pays to choose trusted and able members of staff
for the project team to ensure the knowledge gained is kept
in the company and disseminated.
2. Prioritisation of requirements is key
It is vital to ask yourself the question, “in the
worst case scenario, what could I live with?” Around
20-50% of the original business requirements would be typical
and anything beyond that should be seen as a bonus.
3. Don’t treat project as failure if it doesn’t
deliver 100% of business requirements
“The other thing I would say is that it’s important
not to take too rigid a view on what you’re going to
get. If you only have a certain amount of money, you may only
be able to achieve a small amount but you should think of
it as a step. You might not be able to get on a par with your
competitor down the road who has a fully web enabled system
but you’ll have taken a step and once that’s done
you may be able to dig in your pockets for the next phase
if that first step is a success.”
4. Understand how your existing technologies will integrate
with the new technologies
Fergal commented on this as follows:
“You’ve got to look at what you have and be aware
of technologies that are already there in your business. You’ve
got to be able to identify your systems, understand which
are automated and which are manual. Then you need to access
the technologies underneath those systems. Some technologies
will not integrate with the web. If needs be, you should get
someone to come in and do an audit of these systems -- not
just the technology but the systems themselves.”
5. Be realistic about what can be delivered
| “I’m
not being critical of web design companies but they may not
have sufficient experience of your particular processes and
it’s important that the supplier, whoever it is, has
a very clear understanding of that.” |
Fergal
was adamant that managing expectations, your own and others, is
a crucial issue. It’s important to look at the current level
of technical expertise within your organisation and make solid incremental
changes that work with your existing systems rather than trying
to make huge jumps. “Retailers often think that because it’s
the World Wide Web that means they’ll be selling products in
China once they get up and running. I think that’s an unrealistic
expectation. If you aim, say, to sell to students up in the local
college because they use the Internet a lot, that to me is a realistic
expectation. Above all it should be about how you are going to hold
on to existing business. Increases will happen as a matter of course
if existing customers are happy.
6. Choosing a supplier
Choosing a supplier is always difficult and Fergal recommends
looking firstly at existing technology suppliers to your business,
people with whom you already have a good business relationship.
This could be the company that supplied you with an accounting system
or a traditional automation system.
“Don’t discount the fact that they have to move on as
well and that their systems have to become more web-enabled. They
may be able to give you a solution and a project solution as well.
It’s a good first step to talk to these people especially if
you already have that bit of rapport and have established a working
relationship in that they know the way you work and the way you’d
like to work,” he says.
| “You
have to approach it professionally whether you’re paying
an external contractor or using an in-house team.” |
If
existing suppliers prove unsuitable, Fergal recommends looking
at other solution suppliers within your industry rather
than a pure eBusiness supplier. Even if the project is managed
in-house, it should be managed as if it were an outside
supplier delivering the project.
7. Identify and appoint a user-champion
This
is the person who will take responsibility for the all-important
user buy-in for the eventual system. The ‘user’
champion should from the start seek feedback from users,
whether they are employees, suppliers or customers, as well
as gathering and interpreting requirements.
8. Invest in training & rewards
It’s
also important to be prepared to train staff on any new
system and you must be prepared for the down time and the
disruption of that. Fergal also suggests an incentive for
everybody involved could be appropriate. Upon the successful
implementation and adaptation of this project, everyone
will get a reward. It makes the user champion’s job
easier when he or she comes around to ask people for input.
|
