Out of print. If You're an Educator Additional order info. Overview Contents Order Authors Overview. Description The Software Engineering Institute's Capability Maturity Model CMM has been widely adopted by companies seeking enhanced quality and heightened productivity in software development. Table of Contents Foreword. About the Author s. Sign In We're sorry! Username Password Forgot your username or password? Sign Up Already have an access code?
Instructor resource file download The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Having a change manager on the project is not required but might be depending on organizational culture and number of users affected by the implementation. The role of a change manager for a software project is to increase employee adoption and usage of the software by applying a structured methodology.
Incidentally, the plan itself acts as a change manager within the organization during the project. Announce to Organization. With the project team assembled, It is time to announce this endeavor to the organization! This kick-off and announcement to the organization should be held like the opening of the Super Bowl. Get as many employees together as you can, set up a common area, serve food, play music and end it all with a kick-ass motivational speech by the CEO.
Make it special for the organization. Do this and both the project team and employees will be energized to make the project successful. Send out the functional leads to meet with the business process experts and start identifying all business processes to be included in the software.
Work with these experts and other superusers to analyze the processes to see if any improvements can be made to them. Can you modify a step in the process to make it more efficient? Does this process touch other parts of the business?
How critical is this process to generating revenue or satisfying customers? Again, keeping it simple, just create the process like so:. After refining the business processes, it is time for the first software buildout. This is where the functional leads transfer the business requirements to the technical team and the technical team begins the work of programming and configuring the meet the business needs.
Keep in mind this first build out should be largely representative of what the company needs to do to keep the business running. With the first buildout of the software completed, it is time to validate if the team is on track with its configuration of the software.
Talk about each business process and how they were transformed to reside within the software. Demonstrate the process in the new software then allow the users to complete the task individually.
Be sure to provide a job aid and data sheet for each process to be tested so each user knows where to click and what the expected results are. Note all of the passes and fails of each step and also be sure to note any lack of functionality, software bugs or key usability issues.
Make sure both the functional team and technical team are facilitating these sessions. Software configuration. Based on the issues discovered during CRP1, make a list of the top critical items to be fixed before the next CRP session. Have the technical team make all of the necessary fixes and bug squashing.
Conduct a second CRP session with the users and note the passes and fails of each step along with any lack of functionality, software bugs or key usability issues. Make appropriate changes to the software application. Conduct a third CRP session with the users and note the passes and fails of each step along with any lack of functionality, software bugs or key usability issues.
Therefore at this stage in the project the application should be ready for enterprise use. Conduct a thorough end-to-end testing of the software with every business process from every function of the company. As with CRP sessions, ensure job aids and data sheets are used during the testing.
Every end user should attend this session in person. However, should there be any issues uncovered during the UAT, complete one final round of software configuration before go-live. Time to begin the process of transitioning from one system to a new one. Our research shows that getting the most from your vendor and new system actually starts during the selection stage.
Collect all that information from your vested parties into a needs document to share with vendors, to ensure the new system covers all your needs. This document should then be used again during the implementation stage. The identified pain points will let your vendor know which features your system champions employees chosen to pilot and get familiar with the system before everyone else will need the most experience with. And during the implementation and training stage, your needs document helps you avoid scope creep.
In the case of your software implementation plan, scope creep will happen when you decide to set up and customize all the features of every capability at once. To support the long-term implementation of your new system, start by prioritizing those capabilities that need to be mastered first. This will help influence training and provide benchmarks for regular check-ins.
Eventually, these collaborative tools will help implementation team members work together to maximize software adoption and usage for their respective team. The next critical step in your implementation journey is assembling the team s necessary for success. The makeup of an implementation team will vary for every business, depending on the unique needs of your business and the scale of implementation. To determine your needs , identify how many business units will be using the new system and estimate the total number of users.
Depending on the size of your business, this might be the extent of your implementation team. Larger businesses might need an extended team that can champion the new system for their unique business unit. The extended team should include an IT lead to handle needs and concerns surrounding configuration and integration with other systems, along with a small sample of end users e.
Consider hosting workshops to ensure alignment and keep everyone informed on updates and changes to the software implement plan. You must put strategies in place to garner user acceptance and adoption of the new system.
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