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| « Nov | Jan » | |||||
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| 7 | 8 | 9 | 10 | 11 | 12 | 13 |
| 14 | 15 | 16 | 17 | 18 | 19 | 20 |
| 21 | 22 | 23 | 24 | 25 | 26 | 27 |
| 28 | 29 | 30 | 31 | |||
- product manager (7)
- projects (40)
- resourcing (4)
- software selection (1)
- tax billing software (32)
- vendors (49)
- water billing software (38)
- 19. April 2011: User groups
- 19. April 2011: Detecting theft
- 13. February 2011: Automated water meter reads
- 27. January 2011: What German utility billing software would that be?
- 5. November 2010: Seven myths of billing implementations
- 24. October 2010: Comparing utility billing software
- 1. October 2010: Failing in the public sector
- 29. September 2010: Project failures
- 27. September 2010: Not the product manager
- 25. September 2010: Not the product roadmap
projects
Taking care of the people
Any new billing implementation will challenge the people who will be using it to carry out their day-to-day jobs. Anticipation of changes in process and culture that occur when implementing a new system can cause considerable anxiety throughout the business. It is important to foster confidence, support, and active engagement from the end-user community. This will help lead to quicker adoption of any new business processes and a stronger return on your investment.
Anytime a change as significant as implementing a billing system is made, the business must seriously rethink how all the people, processes, and technologies fit together to support the business goals. A strategic planning process including change management should reinforce implementation plans and identify potential pitfalls early on so that they can be addressed them in advance.
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