Implementation Methods
Pros and Cons
• Pilot
• Parallel
• Phased
• Big-bang or Cutover

I know we went over these ideas a couple of times, but I am not happy with my notes, can someone help me out please?

From Arya Pratama

13. On page 129 forward, Alec describes how to link activities and determine business processes. What is the purpose of this step? Avoid using Alec's description; use simpler terms. What is the significance of 1:M and M:1 connections? How do you use these to delineate business processes among activities? What did Alan (in class) not like about M:M connections?

The purpose is to sequence business processes by using a method to link activities. This method will also analyze the linkages and determine process boundaries.

A 1:M connection between activities means that for each occurrence of the first activity is followed by multiple occurrence of the next. The 1:M relationship usually indicates a process boundary. In the M:1 relationship, it also indicates process boundary. It often means some time-triggered event occurs (e.g. billing at the end of the month).

14. In Alan's tripartite description of a process ("the dance"), which parts should be the targets of process reengineering (Alan described it)? Which part is often the focus in practice?

The dance: trigger --> steps --> results (deliverable)

Most people focus on the steps, when big gains are made when you examine whether it's the best or earliest trigger or the right deliverable. In some cases, a legacy process may have no deliverable.

15. Be able to describe the three different strategic disciplines (p. 166-169). Why is this a trilemma for those who want to be good at all three at the same time? Is a differentiator always relevant?

a) Operational excellence

b) Product Leadership

c) Customer Intimacy

You can go to pg. 167 for a quick description of all three. It's called a trilemma because you cannot emphasize all three at once (see botom of pg 168). You can strive at most for two of them. For example, by definition, a strong emphasis on product leadership and customer intimacy makes it very hard to achieve operational excellence.

A specific differentiator may not always be relevant. It depends upon the setting. Of course, pg. 170-171 directly addresses whether a differentiator is always relevant?

16. Describe the difference between a swimlane diagram vs. a use case. Contrast the purpose and overall construction.

A swimlane diagram is a high level, visual documentation of a process. It tells us how the work flows (e.g. from person to person in a handoff diagram) through showing a sequence of steps carried out by the involved actors.

A use case describes how an actor completes a process step by interacting with a system to obtain it. It is a single case in which a specific actor will use an info system to complete a task. A swimlane diagram is inappropriate for providing this level of detail.

3. Why is it so important to have an Executive to champion important IT projects? Is executive sponsorship enough? Or is there something else required?

An executive, usually not from the IT dept, should be the champion. It should usually be the executive that can represent the intended customer (e.g. Exec champion should be from marketing for a CRM installation). It's a practical statement of need and of course, helps to overcome politics.

Although executive sponsorhip is important, executive adoption should be the standard. It's demoralizing to have a marketing exec continue to insist upon using Excel rather than the CRM system.

Here are some of my answers, mixed with some of my questions if anyone can help answer them. Thanks.

2. How does Alan suggest you handle IT consultants added to your project? How might you select them? What questions might you ask? What does Alan see as a critical success factor for most IT projects? How do you ensure knowledge transfer?
• Share a vision, not just a contract
• Ask the tough questions
– If we don’t choose you, who should we choose and
why?
– Tell me how you’ll leave us. How will you insure the
transfer of competence?
– Which of your customers would you not refer us to?
Why not?
• Boutique Consultants
• How do you make money? What is your business
model? What is your competitor’s business model?
• Treat consultants like employees
• Give developers access to rooms & equipment
• Give them access to the right people
• Restrict access to the wrong people
• Are they a teacher?
• Bring them in at the right time
• Know what you want from them
Training???
Knowledge Transfer: Surround outside consultant with those who have all the inside knowledge??

6. What is the Ripple Effect?
If you screw up later on in a project, and you realize your mistake and try to fix it. When you fix it, it causes many problems in other areas of the project/software etc. Then everything becomes a big mess, good idea to be fully prepare and get as much information in the beginning as possible.

Why is IT project estimation difficult?
There are a lot of unknowns
Examples:
− Requirements are difficult to capture in writing
− The act of viewing software changes the
requirements
− Stakeholder infighting changes priorities
− Developer productivity varies greatly (up to 10x) so
estimates made by one won't apply to another

QUESTION: PLEASE HELP WITH THIS ONE

State the reasons why a memo (such as you're creating for your project) is such an important document for companies? How might it have been useful to Grandma Studor's Bakery or Laughlin Logistics?

Alan you can answer these for us. I think you said you will do 15 this time.

3. What were IT organizations initially created to solve? Why is this problematic for today's work?
4. What is the business model inherent in leveraging information technology? What does IT provide? (hint: it isn't necessarily speed, but ...?)

2. How do I hold conversations with the finance department about projects, especially when the finance dept pits IT projects against funding “new carpets”?

8. Can you outline and apply the model for IT dept success factors

4. State the reasons why a memo (such as you're creating for your project) is such an important document for companies? How might it have been useful to Grandma
Studor's Bakery or Laughlin Logistics?

***13. How does having standardized, sometimes vanilla software & processes help? You can use Owens-Corning as an example. What are some heuristics for implementing process standardization? (From both the actual lecture (only if you were listening) plus the posted slides)

3. What is good enough reengineering? How does it relate to customer design requirements gathering? What's the difference between the BlueSky approach to gathering design priorities from your customer versus a Realistic approach to your customer?

7. Why does Alan advocate an IT planning approach is a messy, untidy event? (hint: "write your plans in pencil") In other words, does the reality of the organization exist in an org chart? Or does it exist in the written policies? (Ask Alan in Class)

1. What is the relationship of advances in IT to Business Process Reengineering?