Implementing IT software solutions. (Checklist 147).

This checklist aims to identify the key stages for the successful implementation of IT software solutions. It is designed for both IT professionals and end users.

Management Standards

This checklist has relevance to the MSC National Occupational Standards for Management: Key Role A--Manage Activities.

Definition

Software solutions can largely be categorised as:

* bespoke programs and systems (commissioned with or without hardware)

* software package which is heavily parameterised or customised for a particular type of client's needs (such as payroll or accounts systems)

* software which is embedded in hardware dedicated to one application (a dedicated word processor for example), sometimes known as turnkey systems

* proprietary off-the-peg programs (PC packages for word processing or spreadsheets for example).

This checklist is intended to deal primarily with the first two categories, and is also aimed principally at software provided by an external vendor rather than internally developed solutions

Implementation should be seen as a key stage within an overall project. The purpose of implementation is to take a finished software product and make it fully operational in a live environment in such a way that users of the software are fully trained and receptive to its introduction and the intended objectives of the organisation are fully met with minimum disruption.

Implementation cannot be viewed in isolation. This checklist assumes that the process of defining requirements, supplier selection, tender issue, selection and verification of hardware platform and operating environment etc. have, where appropriate, already been successfully completed (see Related checklists).

Action checklist

1. Appoint a project manager

Even the smallest of software implementation projects should have a project manager. In larger projects the project manager might be responsible to a senior management project review board or an overall projects programme controller. The project manager will need to work closely with the software supplier and the appointed user group. So if you haven't already appointed someone to carry out this responsibility, do it now!

2. Set up a user group

A key component of any software implementation is the formation of a user group which should play an active role in determining the acceptability of any new system. This will also help to accelerate the processes of learning, communication and problem identification and solving. This group should ideally be in place well before the implementation process commences and preferably be involved in the original software selection decision.

User involvement at all stages of the process should mean the finished product is more likely to match the true requirements of the user community. Don't impose new software on the intended users without their cooperation and involvement--technical implementation counts for nothing if the users are unaware of the intended benefits, untrained in the effective use of the system or disturbed by its impact.

3. Develop thorough and detailed implementation plans

Each stage of implementation should be identified in the implementation plan. The critical elements of the plan are:

* installation dates

* training/consultancy activities

* data transfer--electronic or manual?

* parallel running if required

* piloting the system if required

* ordering stationery

* documentation

* contingency plans in case of delays.

Each element of the plan should include a summary of activities covered by it, plus the names of those responsible for its implementation and the time allowed for it. Don't underestimate the resource effort and time required to implement any new software system (whatever the software vendors say!). Failure will result in a mad scramble with corners being cut or a series of demoralising delays.

The implementation plan must formally culminate in implementation completion. At this point, the system passes out of the hands of the implementation team into the hands of the users and the operations and maintenance side of the IT function.

It is easy to forget the broader dimensions associated with software implementation which may impact on other systems, work procedures and organisational structure.

Prepare escalation procedures in the event of problems or delays in the project.

Review the plan regularly and report on the progress, usually weekly or monthly, but in extreme circumstances daily. Include the progress actually being made compared to the project plan and any issues or problems arising.

4. Ensure that there is adequate user documentation

Although it is usually the responsibility of the software provider to make documentation available with the software (either in printed or electronic form), this may not be appropriate for the users of the system. The project manager and the user group need to determine what user documentation should be delivered and at what stage as part of the implementation plan.

5. Review user procedures

New systems often result in changes to operational procedures. Failure to identify the extent of these changes or to agree and document the new procedures is one of the major causes of the failure of new systems even when the underlying software is quite sound. Also consider security and user access control for new systems and associated data.

6. Train and support all users

Consider what sort of training is required--in-house courses or external courses, manuals or tutorial packs for example--and the cost. Wherever possible include in the contract an agreement that the supplier will provide training. This should cover the cost of writing and distributing user manuals, running training courses and setting up a help desk.

7. Carry out proper software acceptance testing

Even with the most straightforward bespoke software development it is essential that there is a contractual framework for acceptance, which in turn should be linked to user testing and sign off. For larger software implementations it may be necessary to carry out the testing in phases. Ideally this should be linked to contractual payments to the software supplier. Also the consequences of failure to achieve acceptance should be stated in the contract.

8. Control the change process

Set up a Change Control mechanism to allow people to raise issues relating to the new software and for those issues to be properly assessed and resolved in an orderly and controlled manner. Remember that interfaces between the new software and other systems may need to be tested.

Don't allow software vendors to dictate terms/time scales for software implementation and acceptance. It must happen at a pace with which you feel comfortable and that the organisation can support.

9. Conduct a post-implementation review

For all except the smallest of software implementations, a post-implementation review is essential to determine whether the new software has satisfactorily achieved all of its stated objectives. This review should be carried out within a few months of implementation and should be wide-ranging in its approach.

Dos and don'ts for successful software implementation

Do

* Take a structured approach to implementing software.

* Ensure good communication between project staff, users and suppliers.

* Involve users at all stages of the process.

* Plan carefully.

* Carry out acceptance testing.

Don't

* Forget training and support.

* Underestimate the resources and time required.

* Impose a system on users--this will just add to your problems!

* Forget the impact new software can have on ways of working.

Useful reading E commerce: strategies, technologies and applications, David Whiteley London: McGraw Hill, 2000 Intranets and push technology: creating an information-sharing environment, Paul Pedley London: Aslib, 2000 Exploiting packaged software: a business guide to package-focused business solutions London: KPMG Management Consulting, nd How to implement information systems and live to tell about it, H Fallon Chichester: John Wiley, 1995

Useful addresses British Computer Society, 1 Sanford Street, Swindon SN1 1HJ Tel: 01793 417417 National Computing Centre, Oxford House, Oxford Road, Manchester M1 7ED Tel: 0161 228 6333

Related checklists

* Planning the replacement of software systems

* Writing an invitation to tender for software

* Mapping an effective change programme

* Implementing an effective change programme

Thought starters

* Have you been involved in a software implementation project before? What lessons can be learned from that experience?

* Did you cut corners to `fit' the system?

* Did you get a picture of users' needs and user capability?

Further information

Checklists are available in the following formats:

* Individual checklists.

* A complete set of 175 on CD-ROM or in hard copy.

* Checklists with permission to photocopy.

Full details of the range of checklists available can be obtained from:

Lavis Marketing, 73 Lime Walk, Headington, Oxford, OX3 7AD Tel: 0845 702 3736 (local rate call) Fax: +44 1865 750079 or from Checkpoint on the Chartered Management Institute's website at www.managers.org.uk