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Introduction
& Training program for BPA Awarenes
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| An introduction
& Training program should be organized for half
day / full day for all the concerned employees/
staff. Head of Departments/functional heads and
senior & middle Management cadre should be given
total overview of BPA, its implementation strategies,
its important features & benefits. This will help
smooth sailing of implementation of BPA across
the organization.
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| Complete Implementation
of BPA |
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| Once the pilot implementation is in place, the complete system
implementation needs to be carried out.
All the learning should be documented
& incorporated into a system. This is
accompanied by identifying similar project
team if it at a different location.
All the above steps can be followed.
The training and support issues of the
system need to be looked at carefully
by the original project team. A separate
testing team needs to be appointed for
auditing the system. Once the system
is certified as approved the complete
operations can be shifted to the new
system at all locations |
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| Why Implementations fail |
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The statistics
prove that about 50% of BPA implementations fail.
Lets face it, it has never been easy to implement
enterprise systems. Stories of failures of ERP,
CRM and SCM implementations are legion. However,
a proper understanding of the reasons why most
implementations fail can help in avoiding the
failure in your organization.
There are several reasons why BPA implementations
fail. One of the top reasons the BPA implementations
fail is that you have not been able to motivate
your employees to adapt themselves to the new
system. When the pressure gets intense they switch
to their tried and tested ways of old times. The
job of the Champion is critical here. The Champion
needs to have motivated the employees to be extremely
motivated to use and adapt to the new BPA system.
If there is failure here, then it can jeopardize
the whole project. However, the project can still
be salvaged by a renewed effort of the Champion
to motivate the employees for adaptation.
The next level of failure can be low quality training.
If the training is not able to impart the requisite
knowledge about the system and the method of feeding
and retrieving the appropriate data from the system,
then the project could be heading towards failure.
Again, a second round of training could save you
from this situation, if you are in it.
The next level of failure is improper implementation,
i.e. taking more time then planned, going over
budget, requiring more resources than visualized,
and improper compatibility with current systems.
This becomes a more serious issue and coming out
of this situation unscathed is difficult. However,
at the end of it still you can have a working
system.
The next few levels of failure arises out of not
testing out with pilot projects, not doing a proper
sales process audit, not translating the strategic
goals into appropriate quantitative objectives
for the sales department and no process reengineering.
These failures are very costly and cannot be afforded
by any organization.
The topmost level of failure is not
having project buy-in from the top management.
If there is no project Champion at the
top executive level or the person is
without enough clout then the budgets
and resources will be squeezed, the
objectives of the project will be doubted
and the deadlines for the project will
be unrealistic. This situation clearly
predicts a failed project. |
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