In the [1] second part of a recent Computerworld series on ensuring software implementation project success, Ian Anderson, director at SAP services company [2] DNAstream sets out four elements that he regards as critical:

The first one is a telling reflection on SAP in particular:

“The chosen software must be able to meet the required business processes, not absolutely, but at least to a level that is agreed in advance as acceptable, perhaps a 70% to 80% fit. This is often achieved through a level of compromise, such as adapting the business processes [3] to fit the software where possible.

It is essential to have these business processes identified, documented, understood, mapped to the software and signed off by the business before you start implementation.”

A lot of billing folks would regard a 70 to 80% fit for billing to be a failure.  To be fair to Anderson, he was talking about ERP.

The second is “choose the vanilla flavor”.  In billing that’s not always possible, as billing rules are often mandated by external agencies and regulators.  Here’s what Anderson says:

“The overwhelming advice is to keep the software as standard as possible to avoid potentially costly effort on support and future developments, including upgrades. This is often referred to as vanilla ERP.”

His third point is always a timely one, especially where utilities rush out to get advice from a big-name consulting firm, as if that minimises their risk – use a consultant who understands your business and will know the best approach for you, rather than simply repeating the method he used at his previous client.

Lastly, “Constantly check and review during the project.”  A well-managed project is a prerequisite for a successful implementation.