BPI Implement Phase – Storyline
The objective of the Implement phase is to set in motion across the company the full suite of process, technological and social changes that have been designed and built. Implementation begins when the targets of change begin experiencing the impacts and are expected to adopt the new state. There are a wide range of activities being completed by implementation teams in this phase such as equipment installation, employee training, issue documentation / resolution, and managing compliance to new processes and policies.
Managing the Business Solution Roll-out throughout the entire organization (often across many geographic regions) is one of the most challenging aspects of the BPI program. Abnormally high levels of support are likely during the initial operation of the business solution that need to be directed and coordinated. New issues to be addressed for the implementation to proceed smoothly will continuously arise.
Learning Programs are instituted across the organization both during pre-implementation activities and after the initial operation of the business solution has begun. These programs communicate to employees all new responsibilities resulting from redesigned processes and new policies that have been created and provide employees with necessary skills to fulfill their new responsibilities.
All business solutions need some continuing support to ensure their ultimate success. This is why an adequate Support Infrastructure is designed to be in place and functional during implementation, so that desired performance can be attained as quickly after implementation as possible. The types of support that make up this infrastructure vary significantly but can include the reporting/resolution of ‘bugs’ in implemented IT solutions, the creation and maintenance of a User Help Desk to answer employee questions pertaining to aspects of the new business solution (e.g. policy changes), or the updating of documentation such as the Process/User’s Manual.
Given that organizations have a natural tendency to gravitate toward traditional (‘tried and true’) behaviours, even well-intentioned employees often slip back into performing the job duties just as they have always done them. This situation can result in performance gains to be lost over time or to not be realized at all. To sustain the new environment, a Performance Feedback mechanism, connected directly to the Critical Success Factors of the (Confirmed) Business Vision, is put in place to measure desired performance targets, and provide for corrective action and continuous improvement.
During the course of the implementation it is not only important to measure the resulting improvement in organizational performance but to also measure the progress of the implementation itself. This measurement is conducted as part of ‘program management’ using the Implementation Plans and Performance Feedback mechanisms.
Upon completion of this phase, the planned business solutions will be operational across the organization and employees will have been fully trained. Staff will be configured under the revamped organizational structure and will respect the revised policies that govern their work duties. The employees will see and feel the benefits and senior management will declare that the expected results from the BPI program have indeed been achieved. The client has become a valuable client reference who is ready and willing to attest to others that Biz Performance delivers successful results.
The Program Office acts as a ‘War Room’, coordinating and controlling all implementation events. Daily progress is monitored against Implementation Plans. Benefit tracking and Performance Feedback are in place to measure the learning curve and performance improvements against established timelines of the Migration Plan.