Overview
Making the main business system work requires planning, vision, leadership, teamwork and hard work. This speech explains the role from
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Help to ensure success, how to help redesign the company's business system, how to set it up and operate it.
What is a conference room pilot?
Develop and simulate system operations before "real-time" implementation to understand how it works / how it should work and how best to manage the business.
Online, interactive integrated systems and software confuse traditional assessment and implementation planning methods. In live simulations, various "friendship" issues and software "personality" are easier to assess and understand than through document review, flowcharts, and vendor sales promotions. It can be online or on paper.
Traditionally, CRP has been associated with testing and business modeling of new computer software, but can also be used to handle policies, procedures, organizations, forms, training, and performance measurement assessments. It can be used to test changes to existing systems. The closer to reality, the more effective the training experience will be. Keeping the CRP database in place for use as a permanent test bed and education/training tools is becoming more common.
application
Some people use the term CRP to mean testing software before implementation. Although this is a good application, the list below shows that there are more uses:
CRP can be used to:
o Explore policy/procedural issues, replace solutions and initiate improvements.
o Redesign the company system partially or completely to improve performance.
o Train employee operating systems/software - policies, procedures, software, forms and reports.
o Get the actual way of understanding / evaluating the software - the methods, strengths and weaknesses.
o Test the accuracy of supplier proposals, claims and documents.
o Help develop a viable plan to transform, implement, and use the software as part of the overall system.
o Provide education on how manufacturing systems and software work - especially inter-departmental relationships.
o Promote demonstration of construction system description and compliance.
CRP can be used in one or more system lifecycle phases:
o Identify and develop policies, procedures and methods of operation.
o Shakedown cruise improvement/debugging software, policies, procedures, training and even organizational methods.
o Ongoing training tools.
o Ongoing test platform for new/modified software, policies, procedures, application areas, including system integration.
There are several main advantages compared to other methods:
o Evaluate, test and learn with minimal risk.
o Test more alternatives more comprehensively.
o It is easier to control conditions.
o Than full simulation, "real time" pilots, parallel operations or "cold turkey" / "big bang" [all implemented at once] are faster and cheaper.
o More realistic than program/module technology-oriented testing.
o CRP is very slow, but in the long run it usually leads to better, faster implementation results.
The disadvantages also exist:
o CRP is time consuming.
o They will initially slow down the implementation cycle, but can produce better results.
o High discipline is required, but the same is true for implementing a major system - seeing it as good practice.
How does this work?
An overview and a brief explanation of the key elements of a successful CRP recommendation:
A. Planning / Organization
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- Reiterating system goals or writing them is a good idea if you haven't already. Where possible, good goals are clear and quantifiable as they directly support the goals and objectives of the company's strategic plan. The CRP goal should be selected from the application section above and adjusted to the company's goals.
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- It is important to describe what is included in your CRP [not included]. State the depth of the application, the affected organization and the involuntary desires. For example, do you want to completely redesign the process to eliminate all non-value added operations, or to automate or convert existing methods? Does the project cover all corporate business systems, or only purchases, MRP or accounts payable?
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- Who will be responsible for guiding, executing and taking action? What is the role of each player? What is the degree of automation/authorization? How will MIS, suppliers and consultants participate?
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- How will the CRP project work? How will players deal with their assigned tasks? What tools will be used to complete this process?
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- Create major milestones, dates, support activities, assignments, priorities, durations, resource requirements [personnel, equipment, external support]. The program becomes the main project management tool and may actually be a subset of a larger program, such as the MRPII implementation. Each application area needs to have its own miles, responsible personnel and event plans. We have found it best to use at least some people to work regularly in the affected areas.
B. Request definition/document
Some people say that this should not be part of CRP. It appears here for three reasons:
o Make sure it won't be forgotten.
o Focus business, not technology, on CRP.
o Put the structure into the CRP work.
Without a structured foundation for the planned operation of the new system, CRP will tend to roam wildly and will be manipulated by suppliers or others with different agendas. If the requirements are already defined - very good. However, my experience is that most companies claiming to have this complete company have done excellent or incorrect work. Please do not delve into the software before completing this important assignment!
Knowing where you are going and where you are from is essential when starting a dangerous journey of major systemic change. The original and future system definition methods can only be removed too much before they are in trouble. Although we believe that the existing system [if it is to be replaced] should not be recorded in detail and in detail, it is necessary to understand how it works and the problems and problems that exist. After that, you should create a more detailed and comprehensive first "pending" definition. As the program progresses, it may be successfully redefined.
Experience has shown that most initial system documentation work does not reflect the actual richness, complexity, ambiguity and diversity of actual system operations. People often think that the current system is logical and reasonable, but not always. The first pass analysis often appears "single-threaded" because they indicate what happens if everything is ok. In real life, there are many exceptions that require complex branching and alternative activities. Worse, not everyone handles the same thing in all situations. In fact, in most de facto systems, there are often many ambiguities, even blind alleys. In most companies, MRB, customer returns and external processing are good examples.
Traditional development and documentation tools are generally not used in a way that effectively handles the above. To better handle these issues, we used the "life flow chart" approach and achieved considerable success over time. Don't record the system in a boring situation, record the complex charts hidden in the book, try this:
Hire system users/project team members instead of system professionals to build charts. Use system personnel as a facilitator. why?
o Instill user ownership.
o The user is more aware of "where the body is buried."
Project management and system staff are often really worried about doing this because users often ask for poor analysis, unrealistic requirements, or worse, try to automate the status quo.
How to avoid these traps
o First, provide education in modern systems approaches and provide a comprehensive foundation for the applications to be studied. Establish a qualified and balanced team. Let people know the methods used by more successful companies, but allow for differences to make sure they don't claim "it won't work here because we are aerospace" or similar nonsense. Next, explain carefully how you want to complete the documentation.
o Then, set goals to be achieved, such as reducing paperwork by 50% in order processing, or reducing procurement time by 33%. This will force people to go beyond the current methods to achieve the desired method. It also helps ensure a healthy return on investment for the project. Emphasize the need to redesign the process, not just on a new computer system.
Try using the actual form, the screen and the report to place the flowchart on the wall for the life. Use highly visible arrows to connect to the flow. Record the cycle time, responsibilities, and applicable policies/procedures for each process. Write down notes on the wall to explain what is being done, how and why. Review these processes with departments, auditors, and even customers and government personnel - anyone who is willing to listen and provide feedback! The day before this article was written, the president of one of the companies using this method was making a wall chart while working in the team - make a suggestion! When was the last time your company happened? A large group of people contributed to the company's processes.
Now this is a key point...
Let people write down all their suggestions, names and dates on the small card...
Orignal From: New conference room pilot
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