Our implementation consultants are certified in the use of multiple product sets and have experience with a range of project management methodologies. They use the proven approaches such as the Primavera Implementation Methodology coupled with industry experience to help excelerate knowledge transfer and remove implementation risk. From advanced application advice to problem solving, our application consultants can help you leverage functionality to deliver better value from your product investment.
Our Implementation Methodology
We refer to our implementation approach as a “structured” approach. We carefully evaluate the client’s implementation project needs and assemble a customised team of talented professionals, including a project/engagement manager, installation and integration specialists, project management and implementation consultants, data conversion experts and certified trainers. When appropriate, we also draw from a pool of Specialised Solution Providers with the proper mix of skills, knowledge andabilities.
Step 1: Readiness Assessment
The primary purpose of the Readiness Assessment step is to form an understanding of the client’s project management environment, processes, and business by assessing the client’s “State-of-Readiness”. In assessing the state of readiness the primary objectives are as follows:
- Confirm Top Management’s Support (Support = Endorsement & Action & Follow-through
- Set Expectations
- Focus on Business Need
- Focus on Goals and Objectives
- Discovery of Organizational & Cultural Factors
- Initiate Preparation (Infrastructure / Staff)
- Document Risks & Assumptions
- Plan the Implementation (Scope/Schedule/Resources)
Step 2: Design
The purpose of this step is to create a Design Document or Role-Based user guide that completely details the software configuration, to includes portfolio configuration, data structures, reports and procedures that must exist to support and operate the Primavera Software in a production environment.
Step 3: Prototype and Test
The Prototype and Test step is to be used as a demonstration of the configured system and the processes developed and recommended in the Design Document. The Prototype will be built with the client’s sample project information. With familiar project information, the client is better able to concentrate on the features and functions of the system rather than the data.
Step 4: Production Validation
During the production validation step, a small sample of users will begin using the system. The system will be configured with familiar data and terminology. Changes to the processes or data structures will be implemented and documented before completing the production validation.
Step 5: Rollout
Rolling-out a complex project management solution will impact large numbers (and maybe all) of the employees in the organization. The impact may be minor for some, but for many it will involve a whole new way of doing their job. Planning the rollout by identifying the who, what, when, where, and how of the process and producing a detailed plan to manage it will contribute to its success. Rollout involves a series of steps that begin long before the day marking the start of the software use. Having the pilot experience to draw on and any lessons learned from problems or successes improves the chances of accomplishing a smooth transition. Rollout must follow the plan as created by the implementation team. Rollout will include the production server installation and configuration, user workstation configuration, project data input and/or migration, marketing of the new system, and training/mentoring of users.
The implementation consultant will fill the role of coach for the rollout and eventually transfer the coaching to the client’s staff. The coach will have a constant presence with the users, solving problems and addressing concerns immediately to complete a successful implementation. The client may want to establish a project management office or help desk that would absorb a large percentage of the help requests.
Step 6: Assessment
At the end of, or at a predetermined point during the rollout an evaluation is conducted to identify the successfulness of the implementation. The implementation team will review the critical success factors and scope of the implementation to ensure that all the required work has been accomplished. The implementation team, in coordination with the engagement manager, will prepare an Implementation Final Assessment report that will include the following:
- Comparison of the original implementation scope and engagement objectives to the final implementation schedule and successes
- Problems, those solved, those existing, and those anticipated should be identified and communicated to the implementation team, including technical problems or needs that have been identified
- A copy of the original baseline schedule and the completed implementation schedule
- Improvements that can be made to the current system
- Discussion of new directions and capabilities of the system (the client may be interested in enhancements or new products)
- If a phased approach is taken to adopt the Primavera solution, next steps can be identified and planned.
- Lessons learned
The Primavera engagement manager will then initiate the transition to Primavera Support.
Depending upon the support agreement, it is recommended that the client develop a
support plan to include internal escalation protocols and contact list. Ideally, the client will
have a project office or internal team that would function as support for the company. If
the internal support person cannot solve the problem, the internal support person would
contact Primavera’s support team. The internal escalation protocol should outline where
each user should turn for technical help.
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