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| Planning | |
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| Getting Started | |
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| The Packaged Software Dilemma | |
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| Types of Software | |
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| Target Audience | |
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| Implementation versus Installation | |
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| Is Packaged Software the Answer? | |
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| Criteria for Success | |
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| Reference | |
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| The First Steps | |
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| The Need for a Formal Selection Process | |
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| Step 1: Form the Selection Team | |
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| The Project Charter | |
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| Team Selection | |
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| The Team Leader | |
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| Facilitators | |
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| Outside Advisors | |
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| The Selection Process | |
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| Identifying Requirements and Potential Products | |
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| The Selection Process - Step 2: Identify and Prioritize Requirements | |
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| Identifying Requirements | |
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| Functional Requirements | |
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| Technical Requirements | |
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| Vendor-Related Requirements | |
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| Prioritizing Requirements | |
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| The Selection Process - Step 3: Identify Potential Products | |
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| RFPs and RFIs | |
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| RFI versus RFP - What Is the Difference? | |
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| What Is the Value of an RFP? | |
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| What Are the Disadvantages? | |
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| When Is an RFP Needed? | |
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| Ranking RFP Sections | |
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| Product and Vendor Evaluation | |
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| Team Evaluates Responses and Creates Short List of Vendors | |
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| Team Schedules Vendor Presentations | |
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| Team Checks Vendor References | |
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| Short-List Vendors Present Their Products (Standard Demo) and Capabilities | |
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| Team Evaluates Presentations and Creates Finalist List of Vendors | |
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| Team Conducts Site Visits to Key Customers of Finalist Vendors | |
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| Finalist Vendors Present Customized Demos of Products | |
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| Team Determines Whether to Negotiate with All Finalists | |
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| Scripted Presentations | |
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| Legal Issues - Contracts and Software Licenses | |
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| The Negotiation Process | |
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| Types of Contracts | |
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| Project Team Involvement in Negotiations | |
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| Other Team Members | |
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| Basic Precepts | |
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| Improving the Company's Negotiating Position | |
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| The Negotiation Process | |
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| Key Elements of Software Licenses | |
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| Introduction | |
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| Definitions | |
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| Term | |
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| Termination | |
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| License | |
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| Deliverables | |
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| Schedule for Deliverables | |
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| Maintenance (If Contained in the Base Software License) | |
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| Fees and Payment Terms | |
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| Confidentiality and Protection of Data | |
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| Representations and Warranties | |
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| Indemnification | |
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| Limitation of Liability | |
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| Miscellaneous Provisions | |
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| Professional Services Agreements | |
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| Who? | |
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| What? | |
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| Where? | |
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| Fee Related | |
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| Miscellaneous | |
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| Service Contracts and Statements of Work | |
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| Two-Tiered Contracts | |
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| Master Services Agreement | |
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| Statements of Work | |
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| Implementation Considerations | |
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| Establishing the Roadmap | |
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| Will the Company Use an Application Service Provider or Install the Software on Its Machines? | |
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| Will Implementation Be "Big Bang" or Phased? | |
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| What Will Be Included in Each Phase? | |
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| How Are Phases Chosen? | |
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| Will There Be Parallel Runs? | |
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| Communicating the Roadmap | |
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| Who Is In Charge? | |
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| Architect, General Contractor, or Skilled Trade? | |
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| Sources of Assistance | |
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| The Turnkey Alternative | |
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| Company Ownership with Assistance from Outside Firms | |
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| The Program Management Office | |
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| Other Key Decisions | |
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| The Champion | |
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| The Implementation Team | |
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| Selling the Solution | |
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| What Is Involved? | |
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| Calculate the Costs of the Proposed Solution | |
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| Calculate the Costs of the Current Process | |
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| Identify the Benefits of the Proposed Solution | |
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| Calculate Return on Investment | |
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| Outline the Implementation Schedule | |
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| Develop the Business Case and Presentation | |
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| Presell the Solution | |
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| Present the Solution | |
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| References | |
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| Organizational Readiness | |
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| The Basics of Change | |
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| Roles Associated with Change | |
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| The Impact of Change | |
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| Components of Successful Change | |
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| The Critical Element: Communication | |
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| The Rumor Mill | |
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| Formal Communication | |
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| Informal Communications | |
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| Coping with Conflict | |
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| References | |
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| Implementation | |
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| The Ground Rules | |
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| The Need for a Rule Book | |
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| Establish and Publish Standards | |
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| Need for Review and Approval | |
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| Develop and Monitor the Schedule | |
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| Define and Implement Change Management | |
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| Create and Follow Communication Protocols | |
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| Software Installation | |
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| Prepare the Infrastructure | |
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| Install Vanilla Code | |
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| Test the Vanilla Code with Vendor-Supplied Data | |
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| Test the Vanilla Code with Company-Specific Data | |
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| Test the Software in the Real World | |
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| Review the Documentation | |
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| Configuration | |
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| The Configuration Conundrum | |
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| Definition | |
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| Coding | |
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| Testing | |
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| Reference | |
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| Interfaces and Conversions | |
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| Interfaces | |
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| Planning | |
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| Definition | |
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| Coding | |
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| Testing | |
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| Data Conversion | |
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| Planning | |
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| Definition | |
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| Coding | |
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| Testing | |
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| Customizations | |
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| Reports | |
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| Extensions and Customizations | |
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| Training | |
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| Project-Team Training | |
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| End User Training | |
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| Ongoing Training | |
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| The Challenges of Multisite Implementation | |
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| How Much Variation Will Be Allowed? | |
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| Will There Be One Project or Many? | |
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| Who Is In Charge? | |
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| How Many Instances Will There Be? | |
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| Will the Implementation Be Multicountry? | |
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| Postimplementation | |
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| Support | |
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| Establishing End User Expectations | |
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| Create a Steering Committee | |
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| Establish Service-Level Agreements | |
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| Implement a Mechanism for Capturing and Reporting Performance | |
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| Communicate Performance Metrics | |
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| Determining Who Will Provide Support | |
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| The Legacy System Dilemma | |
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| Reference | |
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| The Future | |
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| The Postmortem | |
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| The Control Plan | |
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| Legacy System Decommissioning | |
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| Acquisitions and Divestitures | |
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| Appendices | |
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| List of Acronyms | |
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| The Project Charter | |
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| Suggested Reading | |
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| Index | |