Post on 25-Feb-2019
22-6-2018
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Hoe uw aanpak het succes bepaalt21 juni 2018
Vergroot de voorspelbaarheidvan uw (ERP) implementatie
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De wereld veranderd…
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Technologischeontwikkelingen
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Organisatiesveranderen?
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Hoe transformeer ik mijn business?
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DIGITALE TRANSFORMATIE
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PwC
Hoe geef je vorm aan een digitale transformatie?
5 5
Business
BBusiness Model & CaseInsight-Driven Strategy
Operating Model
Process DesignTax & Risk Management
Transformation Roadmap
Capability Building
Experience
XExperience StrategyEthnographic Research
Experience Design
Journey MappingUX Design
Product Design
Change Design
Technology
TEmerging Tech EvaluationTechnical Architecture
Data Model & Visualization
PrototypingSecurity & Privacy
Build & Implementation
Managed Service & Optimization
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PwC
Aanpak Digitale Transformatie
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CapabilitiesBusiness ModelsArchitecture &
Roadmap
Customer &EmployeeJourneys
Prototypes
PwC’s Digital Services
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Van business modelnaar….
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Archetype
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Technology-enabled
- Technology anddata-centeredvalue propositionof product
- Physical productonly enables theservice
Transaction-oriented
- Business Modelfocuses on directselling in largevolumes
- Automatedtransactions likeself-orderingsdevices (Coffeemachine orderingautomaticallycapsules whenempty)
CustomerExperience
- Enabled throughdigital customerinterfaces, touchpoints andchannels
- Digital profiles andcustomizedservices enablepersonalized offers
- Aggregatedcustomer datafrom e.g.connected devices
Solution-oriented
- Digital servicesaround customerenvironments
- Complex integratedend-to-end solutionto a broadercustomer situation(e.g. connectedmobility offerings/smart homesolutions)
Open Digital
- Flexibleinterfaces tosuppliers,partners,customers
- Embeddedproduct in aneco-system forpotential co-creation andadditional value
Capability reference model19
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PwC
d.Quarks capabilities
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DIGITAL STRATEGY
Value Enablers
Digital Trend Detection
Digital Value Chain
Value Design Value Creation Value Delivery
Digital R&D
Digital Incubator
Digital BusinessDevelopment
Supply Chain Integration
Smart Logistics & Transport
Supply Chain Intelligence
Smart Manufacturing
Digital Marketing
Community Management
Smart Portfolio Lifecycle
Product & Service Exposure
Sales & Customer Analytics
Smart Commercial Model
Customer Engagement
Omni-Channel
API Management
Finance Procurement
Digitized Sourcing
Digital Vendor Ecosystem
Procurement Intelligence
Technology
Agile IT
Digital Trust
Data Lifecycle
Mobile
Social Cooperation
Culture HR Legal
Service-Oriented TechnologyMgmt.
Infrastructure Management
Big Data
IoT
Agile Collaboration
Participation
Digital Culture Development
Workplace Design
Strategic Workforce Planning
Personalized Employment
Digital HR Operations
Individualized Develop. andCoaching IP Management
IT & Media ContractManagement
Privacy ComplianceManagement
Digital Employability
People PerformanceManagement
Enterprise PerformanceManagement
Digital Finance Operations
Digital Costing
Strategic Business Alignment
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PwC
Digitale transformatie raakt dus meer dan alleen technologie
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StrategiePersoneel &
vaardighedenTechnologie Processen
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Waardoor falen projecten?
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DIGITALE TRANSFORMATIE
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Waarom falen transformatie projecten zo vaak? (1)
0% 5% 10% 15% 20%
Beteiligte nicht ausreichend…
Unzureichende Motivation
Schlechte Kommunikation
Schlechte Qualität der…
Unzureichendes Budget
Falsches Projektmanagement
Unklare Ziele
Fehlende…
Strategieänderungen
Änderung der…
Unzureichende Ressourcen
Zieländerungen
Schlechte…Onrealistische planning/gemiste deadlines
Wijzigingen in scope
Onvoldoende middelen
Wijzigingen in de omgeving
Strategie wijzigingen
Gebrek aan topmanagement ondersteuning
Onduidelijke doelstellingen
Ontoereikend project mngt
Ontoereikend budget
Slechte kwaliteit vanleveranciers
Gebrekkige communicatie
Ontoereikende motivatie
Onvoldoende stakeholderbetrokkenheid
Top 3:50% zijn internefactoren
1e reden2e reden
Figuur 1: Reasons for transformation failure.Bron: Insights and Trends: Current Portfolio, Programme, and Project Management Practices – The third globalsurvey on the current state of project management; PwC 2013.)
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PwC
Waarom falen transformatie projecten zo vaak? (2)
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6
69
1218
24
36
612
25
40
25
100
55
33
25
15
8
0
Projectduur in maanden Teamgrootte Percentage succesvolProject time in months # Project members % Successful
Overgenomen uit Warum IT-Großprojekte scheitern, Berger, 2008.
The successrate of projectreducesdramaticallywhen it takestoo long andinvolve toomany people
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PwC
Waarom falen transformatie projecten zo vaak? (3)
Source: Nelson, R.R, 2007. IT PROJECT MANAGEMENT: INFAMOUS FAILURES, CLASSIC MISTAKES, AND BEST PRACTICES, MIS QuarterlyExecutive Vol. 6 No. 2 / June 2007, 67, (2007)
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PwC
Waarom falen transformatie projecten zo vaak? (4)
Ranking of classic mistakes CategoryPoor estimation and or scheduling ProcessIneffective stakeholders management PeopleInsufficient risk management ProcessInsufficient planning ProcessShort changed quality assurance ProcessWeak personnel and or team issues PeopleInsufficient project sponsorship PeoplePoor requirements determination ProcessInattention to politics PeopleLack of user involvement PeopleUnrealistic expectation PeopleUndermined motivation People
Source: Nelson, R.R, 2007. IT PROJECT MANAGEMENT: INFAMOUS FAILURES, CLASSIC MISTAKES, AND BEST PRACTICES, MIS QuarterlyExecutive Vol. 6 No. 2 / June 2007, 67, (2007)
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Veel voorkomende hoofdoorzaken
Hoofdoorzakenvan slecht
projectmanagement
OnbekendeProcessen,
Producten,Technologie
(2)
• Onduidelijke functionele eisen• Veranderende doelen• Scope wijzigingen• Te mooi willen maken (gold plating)
Onzeker-heden
• Uitstel van beslissingen• Gebrek aan richting• Onvoldoende planning• Overschrijding van de kosten en tijd• Onvoldoende kwaliteit van de projectresultaten
Gebrek aanmethodologie
• Ontbrekende risico- managementgebieden
• Voorkom substance over form
• Geen inzicht in afhankelijkheden, impact onbekend of te groot• Geen compleet overzicht van alle projectbetrokkenen en hun visies• Onvoldoende aandacht voor de elementen buiten het project
Complexiteit
Leiderschapen menselijk
gedrag
• Ineffectief leiderschap• Verkeerde prikkels• Gebrek aan betrokkenheid van de belanghebbenden• Onvoldoende capaciteiten projectteam• Ongewenst gedrag heeft geen consequenties
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Succesvolle projectuitvoering?
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DIGITALE TRANSFORMATIE
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PwC Slide 18
Performance van het systeem
Hoog
Laag
ERPselectie
ERPimplementatie
Go-live StabiliseerERP
Synergie Breid deintegratie uit
Performance trend bij een ERP implementatie
Eerste fase Tweede fase
Tijd
Succes vergroten
Vergroot het succes en de performance van uwERP implementatie:• Uitgangspunten zijn bij aanvang al duidelijk
(selectie):• In lijn met gewenste bedrijfsmodel,
architectuur, informatiebehoeften etc• Functionele en niet functionele criteria• Toetsen van criteria• …
• Smart doelen stellen• Scope managen• Complexiteit en doorlooptijd reduceren• Juiste team samenstellen• Niet als een IT project benaderen, maar
business project• Verandering niet bij implementatie pas
starten• Standaardiseren waar het kan• …
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PwC
Twaalf elementen voor project excellence
Smart financing• Project costs and budgets should be managed to ensure that the expected benefits accrue to the
organisation within the specified financial constraints• If costs become out of control or are significantly higher than expected, the project may no longer
be viable or cost-effective
High-performing teams• Resource Management is the process of ensuring that the project has access to adequate numbers
of resources with the correct skill sets and experience• It also addresses the need to provide resources with all the necessary facilities to perform their roles,
as well as motivation through performance management processes
Focused benefits management• Benefits management is one of the cornerstones of project
success• The diagnostic considers the following four key facets of
benefits management: Benefits governance, Benefitsidentification and planning, Benefits management andrealisation, and continuous improvement
Clear scope• It is important to have agreement on a clearly
defined and documented project scope• Undefined scope creates significant risk to
delivering business benefits on time and withinbudget
Managed risks and opportunities• Effective risk and issue management is based upon
ensuring that the process is fit for purpose – i. e. itprovides challenge and scrutiny to the project withoutplacing excessive burden on the project team
Delivery-enabling plans• Plans provide the foundation upon which good projects
are successfully delivered• They provide the base against which overall progress can
be measured, showing in advance whether targets areachievable or not
Strong governance and reporting• The primary focus of governance is on the
achievement of business benefits, although keyproject outputs should be reported to thesteering committee as indicators that theproject is on track
Embedded life-cycle assurance and learning• A project’s assurance needs should be mapped over its
life-cycle in order to ensure that the right assurance isprovided at the right time
• Assurance activity should be prioritised according to thespecific context, content and risk profile of the project
Active Quality Management• This is the development and implementation of an
approach and plan to monitor and evaluate the quality ofthe work performed within a project
• It ensures that individual deliverables are produced andproject activities are conducted in line with requirementsand expectations
Engaged stakeholders• It is essential that stakeholders are identified,
assessed and managed on an ongoing basisthroughout the project
• It is important to work with key stakeholders asthey are critical in driving success
Integrated suppliers• Most projects involve a number of suppliers who work
together to play a part in delivering the project• It is important to consider the nature of each of these
suppliers, their respective roles within the project andtheir relationships to each other
Agile change control• Change control arrangements are used to
manage changes to scope, requirements(business and technical), deliverables andintended benefits that impact the projectbaseline, timing or cost
Twelveelements of
Project Managementexcellence
Clear scope
Managed riskandopportunity
Focused benefitsmanagement
Smartfinancing
Integratedsuppliers
Active qualitymanagement
Stronggovernance
andreportingAgile change
control
Embedded life –cycle assuranceand learning
Engagedstakeholders
Delivery –enabling plans
High –performing
teams
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PwC
Voorbeeld – PwC Projecture app